The World Will Not Change Unless We Change OurselvesThe World Will Not Change Unless We Change Ourselves

Stories from the Hearth

Reflections From:

Kotaro Aoki

Co-Founder and Chairmain, KOTOWARI
🌍 Tokyo, Japan

As a new endeavor, we will be holding Hearth Summit Kyoto at the end of this year. As we look for young people to join us on the journey to the summit, let me share my personal background and talk about my own journey so far. This journey began in the Himalayas in India.

Surrounded by mountains that are silent and devoid of any sign of life, where the wisdom of the East is stored, I spent my days training. After studying philosophy at a liberal arts university in the United States, I worked in global investment, and then I set off on a journey of wandering. Through my travels, I realized that the roots of the problems that are prevalent in the world lie in the framework of civilization and human consciousness that have existed for hundreds of years.

This realization turned into conviction through my journey to the wisdom of the world, past and present, and my days of training in the Himalayas. No matter how much the framework of society is reformed, if the consciousness of people who aspire to change does not change, the same problems will be repeated. Above all, the world will not change unless we change ourselves. I was struck by the true meaning of Mahatma Gandhi’s adage, “Be the change you wish to see in the world.”

After returning to Japan a few years ago, I began to give back to society the fruits of my journey. Since last year, my work has expanded beyond generations and borders to connect with the world. Through the management of the retreat “Gandhi 3.0” in India and the “KUNI Initiative” co-run by Haruo Miyagi, leaders in philosophy, religion, politics and business have come together to create a global solidarity that aims to create a new society rooted in inner transformation.

While the world around us is facing a worsening crisis, at the same time, there are strong signs of the birth of a new worldview. We will build the future of society on a foundation of wisdom that will not change over the ages. There must be a way in which the pursuit of personal truth and happiness and the efforts to improve society as a whole can coexist without contradiction. Pioneers who embody this kind of future are beginning to appear around the world.

Global leaders who are at the forefront of this exploration will gather in Japan to create the future of society together with the younger generation. Driven by this vision, this project was born. I look forward to meeting young colleagues who will join me in exploring the future of Japan and the world.

Kotaro Aoki

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover the Wellbeing Movement in AsiaDiscover the Wellbeing Movement in Asia

Meet and hear stories from the changemakers championing wellbeing in Asia.

Cultivating the Next Generation of Leaders With Wisdom From JapanCultivating the Next Generation of Leaders With Wisdom From Japan

Stories from the Hearth

Reflections From:

Haruo Miyagi

Former President, ETIC (Entrepreneurial Training for
Innovative Communities)
🌍 Tokyo, Japan

For nearly 30 years, I have been involved in nurturing the next generation of leaders. A few years ago, when I retired as the representative of ETIC., which was the foundation of my work, I began to explore the world by broadening the time and space axes, and I had the opportunity to connect with Indigenous communities around the world, which have a history of several thousand years. There, I learned from their ancient worldview and have been working to support them.

As a result of this, I have been meeting more and more world leaders who are seeking new worldviews across America, Europe, and Asia. They seem to have the same deep expectations for Japan as I do for the wisdom of indigenous peoples. Their expectations go beyond mere respect for a different culture with a long history, and they are looking to Japan for the possibility of finding hints for the future.

Since last year, I have been inviting world leaders to Japan with Kotaro Aoki, and we have been talking about the future while making pilgrimages to various places. Overseas leaders who are successful in capitalism in Western society but feel its limitations are looking for a future of creative civilization that transcends East and West. By engaging in dialogue with participants from overseas in Japan, I feel that new possibilities are opening up.

Historically, leaders have taken the lead in solving urgent social needs. I have worked with leaders in my career, and many of them have started companies and brought about change in society through services and products. However, as the younger generation of leaders face today’s world challenges, they are faced with the barriers of thought and action that humanity has accumulated over the past few hundred years. Many people feel that it will be difficult to fundamentally solve the problems if we continue within the traditional framework.

Against this backdrop, the next generation of leaders is being asked to look at the world from an infinitely broader and deeper perspective and to have an integrated view of themselves and the world. This is a new attempt in the history of humanity, and world leaders are just beginning to explore it. Aaron Pereira, Co-Lead of The Wellbeing Project, one of such global exploration networks, contacted us, and we decided to organize Hearth Summit Kyoto.

The summit in Kyoto will be a rare opportunity for young people from around the world to come together and envision the future together without being bound by existing frameworks. Through this project to create this summit together, we hope to accompany young leaders on their quest and contribute to the creation of a new society. I sincerely look forward to meeting young people who share the same vision for this project and are willing to work together to build the future.

Haruo Miyagi

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover the Wellbeing Movement in AsiaDiscover the Wellbeing Movement in Asia

Meet and hear stories from the changemakers championing wellbeing in Asia.

From Burnout to Excellence: Engaging Employees TodayFrom Burnout to Excellence: Engaging Employees Today

Stories from the Hearth

Hearth Summit BOGOTÁ Session Featuring:

Eleanor Allen

CEO, Catapult for Change
🌍 Colorado, USA

In Bogotá, Eleanor Allen, CEO of Catapult for Change, explores how to move from burnout to work-life balance and integration and how this impacts worker wellbeing and retention in companies. Watch the session (in English).

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover Organizational WellbeingDiscover Organizational Wellbeing

Meet and hear stories from the changemakers championing wellbeing in their organizations.

Situación Actual de las Empresas y los EmprendedoresSituación Actual de las Empresas y los Emprendedores

Stories from the Hearth

Hearth Summit BOGOTÁ Session Featuring:

Juan Pablo López Gross

Innovation Senior Specialist, Inter-American Development Bank BID Lab
🌍 Washington, D.C., USA

Romina Mendoza

Senior Specialist, McKinsey and Co.
🌍 San José, Costa Rica

Ricardo Paz

People and Culture Elder, The Wellbeing Project
🌍 Bogotá, Colombia

In Bogotá, Juan Pablo López Gross from the Interamerican Development Bank Lab (BID Lab) presented the findings of new research conducted with The Wellbeing Project on the mental health of high-impact social entrepreneurs in Latin America, ultimately sharing the business case for wellbeing: if the entrepreneurs are doing well, the ventures will do better. Ricardo Paz from The Wellbeing Project provided additional insights from research from the social sector on how organizational wellbeing inspires welldoing. Romina Mendoza shared analysis on organizational wellbeing, employee work-life balance, and mental health from McKinsey & Co’s global study. Watch the session (in Spanish).

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover Organizational WellbeingDiscover Organizational Wellbeing

Meet and hear stories from the changemakers championing wellbeing in their organizations.

Empresas que Impactan el Bienestar de las Comunidades

Stories from the Hearth

Hearth Summit BOGOTÁ Session Featuring:

Gaby Arenas de Meneses

Director, Fundación TAAP; Ashoka Fellow; Co-chair, Catalyst 2030 Latam
🌍 Bogotá, Colombia

In Bogotá, Gaby Arenas de Meneses, director of the TAAP Foundation, Ashoka Fellow and Co-chair of Catalyst 2030 Latam, invites us to explore how social wellbeing influences our individual wellbeing, and what role companies can play in improving living conditions in their communities. Watch the session (in Spanish).

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover Organizational WellbeingDiscover Organizational Wellbeing

Meet and hear stories from the changemakers championing wellbeing in their organizations.

Cómo el Bienestar Organizacional Inspira el Desempeño: Lecciones del Sector de Cambio Social Cómo el Bienestar Organizacional Inspira el Desempeño: Lecciones del Sector de Cambio Social

Stories from the Hearth

Publicación invitada de:

Ricardo Paz

People & Culture Elder, The Wellbeing Project
🌍 Bogotá, Colombia

Lectura rápida

The Wellbeing Project, junto con ocho organizaciones de todo el mundo, el Instituto Tavistock y el Center for Healthy Minds estuvieron cinco años investigando el valor del bienestar organizacional y cómo fomentarlo.
Aprendieron que cualquier organización, pública o privada, puede beneficiarse de promover el bienestar organizacional: mejora el desempeño de los empleados, lo que se traduce en un mejor desempeño organizacional.
Además, todos estuvieron de acuerdo en que era menos costoso invertir en el bienestar organizacional que no hacerlo.
Cultivar el bienestar organizacional es un proceso continuo, dinámico y de largo plazo, pero el valor agregado para los empleados, su organización y su comunidad vale la pena.

Ricardo (izquierda) habla en Hearth Summit Bogotá, compartiendo los hallazgos del Programa Exploratorio Organizacional (OEP) de The Wellbeing Project.

En mayo, tuve el placer de presentar en el Hearth Summit Bogotá, que se centró en el bienestar y los negocios sostenibles. En este evento, la sostenibilidad se exploró de tres maneras:

Trabajo sostenible: centrado en el bienestar de los empleados y el balance vida-trabajo

Negocio sostenible: centrado en la producción y el consumo sostenibles dentro de las empresas

Ecosistemas sostenibles: centrándose en cómo las empresas pueden tener impactos sociales y medioambientales positivos

La audiencia estaba formada por cientos de líderes del sector empresarial: directores ejecutivos, gerentes, expertos y otros se unieron en el Hearth Summit para tomar medidas colectivas y cambiar la cultura corporativa hacia una de bienestar y desempeño.

Me sentí agradecido de compartir los aprendizajes del sector social sobre cómo al promover el bienestar dentro de las organizaciones se conduce a un mayor desempeño.

No soy el único que piensa en la importancia del bienestar de los empleados: la Organización Mundial de la Salud ha clasificado el burnout como un problema de salud ocupacional dada la magnitud de casos presentados. Múltiples estudios en todo el mundo muestran un aumento del burnout en organizaciones de todo tipo. Gallup ha estimado las pérdidas globales por ausentismo, rotación y agotamiento en 322.000 millones de dólares. ¡Mil millones!

La situación es clara: las organizaciones deben centrar su atención en el bienestar de sus empleados. Pero ¿cómo pueden hacer esto?

En el Hearth Summit Bogotá, compartí los aprendizajes de un Programa Exploratorio Organizacional (OEP, por sus siglas en inglés) de cinco años que The Wellbeing Project cocreó con ocho organizaciones de todo el mundo: de Brasil, Canadá, China, Egipto, Mozambique, Pakistán, Senegal y Estados Unidos.

Con el Instituto Tavistock de Relaciones Humanas y el Centro para Mentes Saludables proporcionando apoyo en investigación y metodología, buscamos trabajar con estas ocho organizaciones para desarrollar un marco efectivo para apoyar el bienestar organizacional de manera participativa, basado en evidencia empírica.

Los aprendizajes de estas ocho organizaciones sociales pueden ser útiles para organizaciones de otros sectores, tanto públicos como privados, ya que comparten un mensaje común: el bienestar de los empleados de cualquier organización lleva a un mejor desempeño y, por lo tanto, a un mejor desempeño de las organizaciones y del ecosistema que las rodea. En resumen: el bienestar inspira el desempeño.

Pero ¿cómo pueden las organizaciones crear una cultura de bienestar? Compartí tres aprendizajes clave de OEP con agentes de cambio en Bogotá:

1. Crea tu propia definición y visión de bienestar.

La definición de bienestar organizacional puede ser muy diferente para una organización que para otra, así como a nivel individual. Por esta razón, es relevante hacer una definición de manera participativa con todos o la mayoría de los involucrados. Esto significa que será un proceso lento, de largo plazo, con una visión estratégica, de acuerdo con los retos, objetivos y entorno de cada organización.

2. Dar pequeños pasos, llegarás lejos.

De esta forma, es necesario centrarse en unas primeras y pequeñas acciones para avanzar poco a poco en un plan de trabajo que evidencie avances y refuerce la evolución de la organización. La idea es que, a la hora de tomar decisiones estratégicas, se tengan en cuenta las necesidades de las personas involucradas en todos los niveles de la organización.

3. Encuentra el “camino del medio”.

A veces, una organización se centra únicamente en lograr su misión y objetivos. En el otro extremo, existe la posibilidad de estar demasiado centrado en el bienestar de las personas. Las organizaciones que están muy enfocadas en su misión a menudo tienen una alta rotación de personal, bajos niveles de compromiso, hipersensibilidad a la desadaptación organizacional y una alta frecuencia de casos con burnout. En el otro extremo, en aquellos demasiado enfocados en el bienestar de las personas, hay dificultad para lograr la misión de la organización, las necesidades individuales están constantemente insatisfechas, sus responsabilidades no están claras y su energía se consume en tareas innecesarias.

Una tercera vía, una vía intermedia, se compone de un entorno en el que las personas están inspiradas por la misión y la estructura de la organización, se identifican claramente sus habilidades y competencias individuales, se tienen claras las responsabilidades de sus funciones y se les reconoce por sus contribuciones profesionales.

La conclusión

A través de la investigación de OEP, aprendimos que generar la capacidad de bienestar organizacional es un proceso de gestión del cambio de cuatro pasos:

Definición de objetivos,

Cocreándolos con todos los miembros,

Implementación, y

Aprendizaje constante.

Es un proceso lento, sin soluciones rápidas ni un enfoque lineal. Lo más importante es la dirección de los cambios más que los resultados inmediatos. Es importante que los líderes den el ejemplo también, y vimos tres factores fundamentales en la generación de esta capacidad de bienestar organizacional: Liderazgo, Comunicación y Mentalidad de Crecimiento.

¿Y la última pieza del rompecabezas? Estas ocho organizaciones sociales descubrieron que desarrollar su capacidad de bienestar organizacional era menos costoso que no hacerlo.

Como dijo uno de los participantes del Programa de Desarrollo Interior de The Wellbeing Project: “Si no tienes bienestar en tu personal, ¿cómo puedes proporcionar bienestar en tu comunidad? Nadie puede dar lo que no tiene”.

Lo mismo ocurre con su organización. Ya sea que trabajes en una organización sin fines de lucro, una empresa o cualquier otro tipo de organización, el mensaje puede ser el mismo:

El bienestar inspira el desempeño: si estamos bien, lo haremos mejor.

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover Organizational WellbeingDiscover Organizational Wellbeing

Meet and hear stories from the changemakers championing wellbeing in their organizations.

How Organizational Wellbeing Inspires Welldoing: Lessons From the Social Change Sector How Organizational Wellbeing Inspires Welldoing: Lessons From the Social Change Sector

Stories from the Hearth

Guest post by:

Ricardo Paz

People & Culture Elder, The Wellbeing Project
🌍 Bogotá, Colombia

Quick Reads

The Wellbeing Project, along with eight organizations from around the world, the Tavistock Institute, and the Center for Healthy Minds spent five years researching the value of organizational wellbeing and how to foster it.
They learned that any organization, public or private, can benefit from promoting organizational wellbeing: it improves employee performance, which translates into improved organizational performance.
They also all agreed the approach was cost-beneficial: it was less expensive to invest in organizational wellbeing than otherwise.
Cultivating organizational wellbeing is an ongoing, dynamic, and long-term process — but the value added for employees, your organization, and your community are worth it.

Ricardo (left) speaks at Hearth Summit Bogotá, sharing findings from The Wellbeing Project’s Organizational Exploratory Program (OEP).

In May, I had the pleasure of speaking at the Hearth Summit Bogotá, which focused on wellbeing and sustainable business. At this summit, sustainability was explored in three ways:

Sustainable work: focusing on employee wellbeing and work-life balance

Sustainable business: focusing on sustainable production and consumption within businesses

Sustainable ecosystems: focusing on how businesses can have positive social and environmental impacts

The audience was filled with hundreds of leaders from the business sector: CEOs, managers, experts, and others joined together at the Hearth to take collective action and shift corporate culture towards one of wellbeing and welldoing.

I was grateful to share learnings from the social sector about how promoting wellbeing within organizations leads to greater welldoing.

I’m not the only one thinking about the importance of employee wellbeing: the World Health Organization has classified Extreme Burnout as an occupational health problem given the magnitude of cases presented. Multiple studies around the world show an increase in extreme burnout in organizations of all kinds. Gallup has estimated global losses from absenteeism, turnover, and burnout at $322 billion. Billion!

The situation is clear: organizations must turn their attention to the wellbeing of their employees. But how can they do this?

At Hearth Summit Bogotá, I shared learnings from a five-year Organizational Exploratory Program (OEP) that The Wellbeing Project co-created with eight organizations from around the world – from Brazil, Canada, China, Eygpt, Mozambique, Pakistan, Senegal, and the United States.

With the Tavistock Institute of Human Relations and the Center for Healthy Minds providing research and methodology support, we sought to work with these eight organizations to develop an effective framework to support organizational wellbeing in a participatory way, based on empirical evidence.

The learnings from these eight social organizations can be useful for organizations in other sectors, both public and private, as they share a common message: the wellbeing of the employees of any organization leads to their improved performance and, therefore, the improved performance of the organizations and the ecosystem that surrounds them. In short: wellbeing inspires welldoing.

But how can organizations create a culture of wellbeing? I shared three key learnings from OEP with changemakers in Bogota:

1. Create your own definition and vision of wellbeing.

Defining organizational wellbeing can be very different for one organization than for another, as well as at the individual level. For this reason, it is relevant to make a definition in a participatory way with all or most of those involved. This means it will be a slow, long-term process, with a long-term strategic vision, according to the challenges, objectives and environment of each organization.

2. Take small steps – they go far.

In this way, it is necessary to focus on a few first and small actions to advance little by little in a work plan that evidences progress and reinforces the evolution of the organization. The idea is that, when making strategic decisions, the needs of the people involved at all levels in the organization are considered.

3. Find the “middle way”.

Sometimes, an organization is focused solely on achieving its mission and goals. At the other extreme, there is the possibility of being too focused on people’s well-being. Organizations that are very focused on their mission often have high staff turnover, low levels of commitment, hypersensitivity to organizational maladjustment, and a high frequency of cases with extreme burnout. At the other extreme, in those too focused on people’s wellbeing, there is difficulty in achieving the organization’s mission, individual needs are constantly unsatisfied, their responsibilities are unclear and their energy is consumed in unnecessary tasks.

A third way, a middle way, is made up of an environment where people are guided by the mission and structure of the organization, their individual skills and competencies are clearly identified, the responsibilities of their roles are clear, and they are recognized for their professional contributions.

The Bottom Line

Through the OEP research, we learned that generating organizational wellbeing capacity is a four-step change management process:

Defining objectives,

Co-creating them with all members,

Implementing, and

And constantly learning.

It is a slow process, without quick solutions or a linear approach. What is most important is the direction of changes rather than the immediate results. Leadership by example is also important, and we saw three fundamental factors in generating organizational wellbeing capacity: Leadership, Communication and Growth Mindset.

And the final piece of the puzzle? These eight social organizations found that developing their wellbeing capacity was less expensive than not doing so.

As one of the participants of The Wellbeing Project’s Inner Development Program said, “If you don’t have wellbeing in your staff, how can you provide wellbeing in your community? No one can give what they don’t have.”

The same is true for your organization. Whether you work in a non-profit, a business, or any other type of organization, the message can be the same:

Wellbeing Inspires Welldoing: if we are well, we’ll do it better.

EXPLORE THE REGIONAL SUMMITS FURTHEREXPLORE THE REGIONAL SUMMITS FURTHER

Dive Into Stories From Around the World

Discover Organizational WellbeingDiscover Organizational Wellbeing

Meet and hear stories from the changemakers championing wellbeing in their organizations.

Welldoing ToolWelldoing Tool

Mapping Belonging

Contributed by en.v (Kuwait)

“Mapping Belonging” is a social cartography exercise that consists of identifying the different emotions that we associate with the different places where our lives (and the lives of other members of our society) take place. It encourages us to explore, from a place of curiosity, our conceptions of identity, belonging, difference and otherness, and gain deeper insights about our individual and collective lived experiences.

It is a tool that serves as a participatory and experimental research method, while also creating a positive impact on the participants in the process of being implemented: it increases our ability to understand social diversity and empathize with other perspectives and values.

Collective emotional mapping takes us out of the bubble of our individual worldview and shows us that we are part of a larger system where many different people find many different sources of meaning. A higher sense of self-awareness and social awareness are both key ingredients to the process of strengthening community bonds from a place of compassion and resilience, and they establish the grounds for positive interpersonal interaction and transformative change.

en.v has been working with its AWAKEN Community of Practice to further refine and test out this tool, and facilitate it across diverse communities in Kuwait, collecting valuable data and promoting self-reflection and connection.

How to Practice

What you will need: a map of your location, coloured stickers corresponding to the emotions chart, cards, and writing materials

Step 1

Welcome participants into the space and tell them a little bit about the exercise. Facilitators can add whatever they consider suitable to this explanation and refer to examples from their personal experiences.

Step 2

Introduce a warm-up / ice-breaker. Before the mapping activity, invite the group to do a short exercise to warm-up and break the ice for about 10 minutes. The activity is called “story-slam”: participants will be asked to get into two lines facing each other and give a 1-minute answer to the person in front of them (at each turn) to the questions that the facilitators will ask out loud. After one minute, one of the lines will move one spot and each participant will be facing someone new and giving an answer to a new question. Facilitators can choose any of the following questions during five rounds:

What is your favourite place in [location]?

Where do you live and have you ever lived in that area?

What place in [location] brings up happy memories and why?

Where do you go when you want to relax?

Where in [location] do you eat the best food?

What are your favourite family spaces?

What is a space that doesn’t feel like [location]?

Are there places in [location]that you avoid? Which ones and why?

What are the places you frequented as a child?

If you have a friend coming to visit [location] for the first time, where would you take them and why?

Step 3

Begin the Mapping Belonging exercise. Start by explaining the activity: it’s an exercise that consists of identifying the different emotions that we associate with the different places where our lives take place. Facilitators will ask the participants to look at the map of their location, with its different zones and areas, and identify the places where they feel these emotions:

While looking at the map and identifying the areas where they feel the different emotions (they can choose 3-4 places for each emotion), participants can take coloured stickers that correspond to the emotions and place them on the chosen areas of the map. This part of the activity can last 10-15 minutes.

Step 4

Go deeper with story cards. After they have finished placing the stickers in the corresponding areas, facilitators will give them a set of cards that contain some questions about the mapped emotions and ask them to write their answers on the cards. Encourage participants to keep their answers short and sweet and use only the space on the cards. This part of the activity can last 20-25 minutes.

Step 5

Conclude with a group discussion. After participants are done filling in the cards, host a short collective debrief (5 minutes) around the two following questions:

What did it feel like to place the emotions on the map? Are there any reflections or emotions that this exercise brought up for you?

How can we make spaces in [location] more inclusive?

About en.v

We are a culturally diverse and interdisciplinary team of current and former Kuwait residents and nationals working together to foster a more united, compassionate and resilient society – locally and globally. Over the past decade, we have been working with and building bridges between a wide array of stakeholders, including corporates, governmental, intergovernmental and international institutions, foundations, educators, youth, civil society organizations and migrant community groups. Leveraging our own and our partners’ learnings, experience and networks, we design and facilitate inclusive and participatory processes that support the development of more equitable solutions and narratives. Specifically, we:

Develop training and programming which promotes informed empathy, critical thinking, and intersectional frameworks

Support the development and institutionalization of more inclusive and equitable processes and policies

Bring together multiple stakeholders to collectively address complex problems, envision possible futures and promote social transformation.

Four Seasons Under One Sky: Arts as a Collective Approach to Creativity and Healing in South Africa Four Seasons Under One Sky: Arts as a Collective Approach to Creativity and Healing in South Africa

Guest post by:

Marlize Swanpoel

Co-Founder & Director, sp(i)eel arts therapies collective (Cape Town, South Africa)

sp(i)eel is an arts therapies collective (including drama, music, dance/movement, and art) of arts therapists, applied arts practitioners, and arts activists addressing intergenerational and complex trauma in South African communities. Over two centuries of colonialism and the oppressive regime of apartheid has left a nation grappling with systemic inequity and intergenerational trauma. Ongoing poverty and high incidences of violence and crime coupled with a dire lack of mental health services are contributing to complex and ongoing trauma, with more than a quarter of South Africans suffering from probable depression (Craig et al, 2022). This mental health crisis our country is facing is a systemic issue, not an individual one, and it needs a collective response. Our approach to mental health is culturally informed and sees people as each other’s greatest resource and source of support. As a result, our ultimate goal is to develop collective resilience that can affect social change.

Our name, spieel, is derived from two words that have different meanings in the Afrikaans language: “to play” or “mirror”. To “play and mirror” speaks to several reasons for our use of art as a healing tool. It refers to the function of the arts as a mirror to society for expression, reflection, and understanding. It also speaks to the therapeutic aspect of art therapies, where an art form is applied as a mirror to Self for exploration and understanding. Furthermore, it is through the playful nature of the arts that we can connect with our innate creativity.

It also speaks to the therapeutic aspect of art therapies, where an art form is applied as a mirror to Self for exploration and understanding.

In South Africa, access to therapeutic arts programmes is limited and not accessible to everyone. We aim to enable accessibility to the intentional use of various art forms to further have a positive impact on general health, wellbeing, development, and transformation for all.

Given our deep connection with the arts, our story and impacts can best be shared visually. This photo essay illustrates the journey of healing and wellbeing experienced through our Families and Collective Futures programme. It is a resilience-focused, trauma-informed programme that applies the arts and creativity to build psychosocial support systems. These systems are created through research (in collaboration with Brunel University), training, and the implementation of arts-based groups for children and their social circles.

The journey of this programme is presented within the frame of one of our core guiding metaphors: the four seasons. It represents the following. Firstly, just like the seasons, our mental health and wellbeing are not in a fixed state. We experience constant ups and downs. By accessing tools such as embodied awareness, reflexivity, and regulating skills, we can support ourselves and each other to navigate through these seasons of illness and health.

Secondly, this metaphor understands mental health and wellbeing in the context of the ecosystem. Communities are made up of people in different seasons of life. Collective resilience implies that the pressure to bounce back from hardship is not the sole responsibility of the individual. When one person suffers, it affects everyone. Everyone plays a role in collective health; as a collective, we are stronger together.

Collective resilience implies that the pressure to bounce back from hardship is not the sole responsibility of the individual. When one person suffers, it affects everyone.

Lastly, the seasons mirror people’s relationship with nature, and offer a platform to reflect on cultural and indigenous knowledge embracing nature as a source of healing.

We begin our journey in the season of (re)birth: Spring.

SPRING SPRING

Tending to the Soil So the Seedlings Can Thrive

Spieel 1 — Three generations of men raise a baby boy in the air. Cerderberg, 2022. Credit: sp(i)eel arts therapies collective

In a community workshop, participants create an embodied image of Spring. A healing-centered approach to intergenerational trauma in family systems involves the adults developing reflective and regulating skills to take care of their own mental health, so that they are better aware of unhelpful patterns of relating in their families and community.

Burning David’s Root. Cederberg, 2022. Credit: sp(i)eel arts therapies collective

Arts activist Gershan Lombard facilitates a ritual of gratitude at the end of a community workshop, with the small children keeping a close and curious eye. Culturally-informed psychosocial practice includes honouring indigenous knowledge and spiritual practices of health and wellbeing to share this wisdom with the next generation.

Summer Summer

Young People’s Shining Stories

A Summer of Self-expression: Making our stories known. Robertson, 2023. Credit: sp(i)eel arts therapies collective

A group of young women share their story about Summer as a starting point to explore themes of health and wellbeing. It is vital to offer young people multiple ways to share their thoughts and feelings, as words are not always readily available to express their inner worlds. As one participant (grade 11, high school leaner) revealed to us:“You might have noticed that we are a generation that keeps to ourselves, and we don’t trust anyone with our feelings and our thoughts. Especially because we don’t know how to talk about our feelings and our thoughts. You have come to show us that we can also show you through our songs and through our dances how we feel and what we are thinking. And that is freedom.”

Glimmer Boxes shine light on tools for health. Koue Bokkeveld, 2023. Credit: sp(i)eel arts therapies collective

A young woman creates her “Glimmer Box”, a tool that supports participants to explore what resources are available to them to support their mental health and wellbeing. These include positive relationships, safe spaces, and activities that regulate their emotional states. Some of these are drawn, painted on stones, or represented by found objects in nature and placed in the box as tangible reminders of available support systems.

“You have come to show us that we can also show you through our songs and through our dances how we feel and what we are thinking. And that is freedom.”

Autumn Autumn

A Season of Trust and Letting Go

Leaning into each other. Worcester, 2022. Credit: sp(i)eel arts therapies collective

A couple rests back-to-back and connects with each other’s breath. Our embodied, trauma-informed practice is drawn from Stephen Porges’ Polyvagal Theory as a way to understand the autonomous nervous system’s responses. This helps us understand our reactions to triggers and to develop tools for regulating and finding safety and connection in the present moment. The couple shared afterwards: “My partner and I are having difficulties in our relationship. This workshop has given us the space to sit and just be with each other, to re-connect, and we were able to talk about things. This had a positive influence on our children and family life.”

Bridging generations. Worcester, 2023. Credit: sp(i)eel arts therapies collective

In a workshop for mothers and daughters, mothers embody the support of a bridge, coming together to keep a girl above water. This workshop took place during a time of heavy flooding in the area in which some participants had lost their homes. This role-playing offered a way to express the traumatic experience: “The only way to keep safe is when we all look after each other’s children. We are not alone in this world, and your child is my child,” shared one mother. The embodied work where non-verbal communication is encouraged also supported bonding between mothers and daughters: “Girls don’t open up to parents, this exercise helped us to open up to each other,” said a young participant.

“We are not alone in this world, and your child is my child.”

Women’s circles and cycles. Vlottenburg, 2019. Credit: sp(i)eel arts therapies collective

A group embodies the word “women” in Circles of Support, one of our workshops for women. This workshop explores the female menstrual cycle as its four phases are linked with the four seasons, inviting conversations around menstrual and sexual health, menopause, and mental health and wellbeing. These circles are filled with generational knowledge, beauty, hope, and wisdom. One participant expressed her joy: “My experience was that I can be comfortable with myself as a woman. And I can express my feelings and accept my body. To be a woman is great!

Winter Winter

Embracing the Wisdom of the Elderly

Offering stories to the next generation. Cederberg, 2022. Credit: sp(i)eel arts therapies collective

A whole community, including the elderly, adults, youth, and children, are enchanted by a storytelling circle. We witnessed a beautiful moment where the children sat and listened to the stories of the elderly, and asked them questions about the history of their community. Such events where the stories of the elderly are centralized, offer a means to narrate collective and cultural history to the next generation.

Glimmer Maps. Cederberg, 2022. Credit: sp(i)eel arts therapies collective

Elderly men create their own Glimmer Maps to identify their “glimmers”: small moments when we are in a place of connection or regulation, which cues our nervous system to feel safe or calm – the opposite of triggers. They are made by tracing a hand on paper, followed by a symbol of nature representing the Self drawn into the palm. Each finger represents a glimmer with prompts from nature, for example: air for breath, fire for warmth, love, comfort and rest, water for movement, and earth for grounding. Finally, we connect the glimmers to our community, and include the name of a person who makes us feel safe.

Concluding Concluding

One Cycle, Inspiring Another

A core element of the Families and Collective Futures programme is the creative methodology. One participant reflected that the manner in which we engaged with them has helped people to come out of their shell, as “ons mense neem nie maklik deel nie” (“our people do not engage easily”). To help ease our participants out of these shells, we understand several contributing factors help create a sacred and safe space where mental health and wellbeing can be addressed:

A scaffolded approach to introduce arts-based work;

The invitation to engage in any way that feels comfortable;

The knowledge that attendance is voluntary; and

The modeling of respect, tolerance, and kindness.

The above learnings speak to a healing-centered approach to trauma and essentially it is a message of hope. When we work within the ecosystem in a culturally-informed way, it creates space for innate and indigenous knowledge to be heard and received. As a result, when we understand that healing is available to everyone and happens in relation to each other, we can create circles of psychosocial support that are resilient enough to affect social change.

When we understand that healing is available to everyone and happens in relation to each other, we can create circles of psychosocial support that are resilient enough to affect social change.

Glimmers of girlhood: Families and Collective Futures are in our hands. Ganyesa, 2022. Credit: sp(i)eel arts therapies collective

We conclude this photo essay with a reflection of a participant on the theme of seasons and the image of a Glimmer Map, made by a young girl. “Every season produces something for the other season so that, in the end, nature can provide for us. Everything is a circle. And we are all part of the cycle.”

About The Author About The Author

Meet Marlize Swanepoel

Marlize Swanepoel is a Dramatherapist and the founding director of sp(i)eel arts therapies collective, an NPO that addresses intergenerational trauma and co-create community-based models of mental health care that are culturally informed and relevant to the South African context. She serves on the Secretariat of the South African National Arts Therapies Association (SANATA) and is a guest lecturer at the University of Cape Town. She is an enthusiastic advocate for the Arts for Health movement in South Africa that speaks to healthcare from a global South perspective. She loves being in spaces of learning, unlearning and dancing.

Eradicating Violence against Women in the Gaming Industry: Insights from the Dialogue “Violence is Not a Game” Eradicating Violence against Women in the Gaming Industry: Insights from the Dialogue “Violence is Not a Game”

Guest Post by

Fernanda Martínez

In an increasingly digitized world, video games have become an integral part of modern life, attracting millions of people of all ages and genders. However, this growing popularity has not been without issues, especially when it comes to violence and harassment targeting women in the gaming industry. To address this concerning topic, the “Violence is Not a Game” dialogue was held, organized by Movistar and L’Oréal Groupe. This event brought together experts, players, and advocates for women’s rights to reflect on how to eradicate gender-based violence in this virtual space.

Speakers at the event included prominent figures in the gaming and advocacy fields, such as Olimpia Coral, a Mexican activist; Mariana Baños, the Founder of Fundación Origen; Kalipso, a competitive gaming host and content creator in eSports; and Jennifer Romero, the Creative Director of Twitch and an ambassador for Women in Games.

With a global audience of 3.1 billion players, the gaming industry is a diverse landscape that mirrors the composition of today’s society. Surprisingly, 46% of players are women, underscoring the significant presence of women in this field. In the context of Mexico, a country with a vibrant gaming culture, 55.8 million individuals enjoy video games, with a 41% female participation rate. These statistics highlight the importance of addressing gender-related issues within the gamer community.

In digital environments, violence and harassment can take various forms, all of which are detrimental to the gaming experience and the wellbeing of women. Some of these manifestations include:

Insults and offensive language: Comments reflecting racism, sexism, homophobia, or other forms of discrimination.

Sexual harassment: Unwanted messages of a sexual nature, inappropriate propositions, or explicit images.

Discrimination and hatred: Treating female players negatively based on their gender, race, sexual orientation, or other personal traits.

Cyberbullying: Repeated and intentional harassment aimed at intimidating or defaming female players.

Griefing: Deliberately sabotaging the gaming experience of others.

Doxxing: Revealing personal information without consent.

Harassment: Directing abusive comments via voice chat or monitoring the activities of female players negatively.

Censorship: Limiting equal participation of female players on platforms.

The “Violence is Not a Game” dialogue emphasized the need for individuals to identify these behaviors and take measures to protect themselves and their community. Awareness and education are crucial to transforming digital spaces into safe and respectful environments for everyone.

It is essential for everyone to be aware of their rights as gamers to promote an inclusive and respectful environment in the gaming world. As this industry continues to captivate audiences of all ages, it becomes even more important to foster positive, conscious, and responsible digital experiences that benefit society. The creation of a safe, inclusive, and sustainable digital world is vital to ensure the wellbeing and mental health of all involved, contributing to a more empathetic and connected society.

The gaming world generates opportunities to connect people and bring them together in an environment that should be safe and guided by positive values. When diverse experiences and perspectives are brought to the table, everything becomes enriched. Dialogues like the one led by Movistar and L’Oréal Groupe, who are working on the issue through their initiatives #mynamemygame and #bravetogether respectively, are a clear example of how collaboration and the exchange of ideas can lead to the creation of a more inclusive, diverse, and respectful digital world.