Social Entrepreneurship – Change at Grass Root Level (George Foundation)

Enterprising uprising – social development – value to the citizens




Abraham M. George

Dear Friends,

I write to you today to ask for your support.  For the past 12 years, The George Foundation has committed itself to breaking the cycle of poverty that impacts some of the world’s poorest children.  Our school, Shanti Bhavan, has become a beacon of safety, hope and opportunity for children who would otherwise have no chance to succeed in life.  

Shanti Bhavan was founded in 1996 in a rural village outside of Bangalore.  It is a home and an exceptional school for 210 children from India’s lowest or “untouchable” castes.  The children come from families that face constant social discrimination; they are deprived of the opportunity to live with dignity, and do not have access to proper education, employment, basic health care and human rights.  Shanti Bhavan, a non-sectarian institution, offers both a loving home and a world-class education for all its children. 

Today, we face an immediate crisis.  Recent changes in financial markets have limited the extent to which our family contributions can fund the full operating cost of the school.  We are struggling to maintain current services and anticipate that the next 1-2 years will be particularly challenging.  It is during this period that we need the support of generous individuals like you.

Shanti Bhavan is currently operating at $20,000 per month, which includes residential care, food, clothing, medical services, academic programming and administrative costs.  While the staff remains dedicated to the mission, everyone is stretched to the maximum with cost cuts.  With the help of several volunteers from India and abroad, we have been able to fill teaching gaps and provide adequate attention to the needs of the children.

In addition, over the past 5 months we have launched a major drive to raise donor funds.  We initiated a Sponsor-A-Child program that seeks $1,500 per child, which covers all the needs of a child for one year at Shanti Bhavan.  So far, we have secured more than 20 full sponsors, and an additional 50 individuals and organizations have made other contributions to the school. 

Shanti Bhavan is a very special project that should never be allowed to die for want of money.  The children have already proven themselves: In last year’s high school graduation exam, all of our students passed in first classes in the highly rated ICSE national examination — the first time in history that an Indian school for “Dalit” children has achieved such success. 

These children are a testament to the potential of quality education and care to transform the lives of India’s poor.  They and future generations of Shanti Bhavan children will make a lasting impact on communities who otherwise have no means to become productive members of a global society.  These children, like yours and mine, deserve a safe place to learn and grow.  Please join me in ensuring that the school remains open and the children have a home.

As you know, Shanti Bhavan has been the focus of my life and my familys work for over a decade. However, Shanti Bhavan belongs to everyone, and the time has come for every well-wisher to share the responsibility.  We are grateful for the response from our network of friends and volunteers. It would be a great honor and joy to include your support in our efforts.  Please consider making a contribution toward the annual operating cost of the school or an endowment fund whose interest would cover our needs.


I make this plea to you at a critical juncture in the life of Shanti Bhavan. You may make your contribution on-line at, or by check.

Kind regards,
Abraham M. George


P.S.  Checks may be made payable to The George Foundation and mailed to:


   In the U.S.: The George Foundation                In India: The George Foundation

   121 Hawkins Place, PMB 192                        316, 3rd Block, 5th A Cross, HRBR layout         

   Boonton, NJ 07005                                         Kalyananagar, Bangalore 560043


What is ‘Change’

By Srinidhi Boray

Change affects everybody. And it will happen again and again, when the entropic equilibrium is disturbed. It is a systemic property. It is not driven by a person nor a simple one factor. It is not a property of personality. It is the intrinsic systemic property. Change happens so political reforms happen. It is not the other-way around.

Many factor comes into play for a change to occur. It is very difficult to visualize changes and the transformations. The only thing that can be understood is the process that facilitaes the change not the final form the change will lead into, until it comes to a rest. As John Zachman points, change is a ‘step function’. It is not  a liner extrapolation of the past. It is a dynamic evolution of a completely new system, which is very difficult to be envisaged.

From the Theory of Constraints, it is known that the degree of Complexity reduces the degree of Freedom within a certain system boundary. After a certain complexity threshold is reached, the system has to completely metamorphise to overcome the systemic constraint, and to do so, has to evolve into a completely new system. It will not any longer be mere re-form, rather it will be ‘generative’.  Certainty can only be held that long. After a certain threshold it will be the fiefdom of the Uncertainty until the next stable state is reached. While discussing harmony, chaos is presumed. The ceaseless juggle between the two is responsible for producing a newer system.

Governance:- Managing Conflict & Change – The Intrinsic Duality of an Enterprise in Transformation

Prophet of Management

Mary Parker Follett

By Srinidhi Boray

The Forgotten Prophet Of Management

Her interesting work ‘Dynamic Administration’ that resurrects the pluralistic universe, where multiple decision center exists, very valuable for understanding Governance in the context of the emerging converging systems.

Notes on Governance:

Transformation means change. Change means dealing with conflicts. Change & Conflict are the differing and agreeing partners forming the dynamic duality of the enterprises in transformation. Conflict arises from constraints. Change occurs when conflicts are resolved to overcome the constraints.

Is conflict healthy? All conflicts are healthy. It registers the need for change through pain, or it uncovers the existing encysted seismic vein. Which unless uncovered and treated, change can never manifest.

Given the entropic principle, all things that are at rest will eventually come to unrest and it continues this juggle to maintain the entropic stability, a probabilistic deterministic state. In which, order and disorder will co-exist. At coarse grain, the movements of change will appear slow, while at fine grain it will seem to be in a hurry and rather hither-tither.

For any transformation to be decisive, it needs to be guided via mediations. Since, organization presumes existence of a social system, a mechanism is necessary to orchestrate the needed dialogue within the social system that is intrinsically pluralistic. Such a mechanism needs to achieve progressive mediations that render collective thoughts into actions those are transformative.

During the times when self determination was systematically denied, all transformations were autocratic and not holistically congenial. As individuals have slowly emerged to stake claim of their existence while valuing their own individualism, (not yet a completely realized quality) and its important role in the system, managing the differing dialogue in the collectively collaborative process has become deemed important. Managing the differing dialogue means managing the duality, for instance between subjective thoughts and objective actions. Although all thoughts preceded actions and were necessary for all objective actions, all of them do not necessarily transform or reach into its objective end. This process of managing the thoughts from its subjective context into objective actions is ‘Governance’, more so a mechanism of collectively pursuing progressive transformation. Like a gardner who knows pruning is the best mechanism to realize a blossoming rose plant, Governance must allow for pathological approaches that attempt to consciously prune away non-productive processes, while acknowledging the inherent pluralistic social framework.