The World Is Not As We Imagine It
By Juan José Hurtado Paz y Paz / Translated by Geoff Watson
“If only I lived in theory, because in theory everything works fine.”-attributed to Quino (Joaquín Salvador Lavado Tejón), voiced by his character Mafalda
We live in an unjust, unequal world that excludes the majority from opportunities and possibilities, and that denies rights. This is what we want to change, and what must. Local organizations and international cooperation efforts are committed to this task. To achieve it, we usually plan our projects following a linear cause-and-effect scheme. We draw problem trees that are then transformed into objective trees, and later into strategy trees. It is a useful method, but it often oversimplifies reality.
If only the world worked that simply. But it is not so. Social life is complex, multicausal, and human relationships are full of nuance. Complexity means that things are not isolated from one another, but rather interwoven by multiple factors. Projects do not unfold in controlled laboratories, but in living communities where many forces interact: history, power relations, economy, culture, idiosyncrasies, climate, and even unforeseen events. Each action generates chain reactions, sometimes invisible, that intertwine with other dynamics. Even with the best plan, results often differ from expectations. That is why, more than simple formulas, social change requires a deep understanding of context and flexibility to adapt to its complexity.
However, we still find in international cooperation a strong tendency to design projects as if social change were easily predictable, quick, and cheap. There is a demand to demonstrate concrete results in short timeframes, with limited budgets, under the logic that everything can be measured and controlled.
As Mafalda said: “It would be better to go live in theory, because in theory everything works fine.” But theory and practice are intertwined in a dialectic in which we build theory from practice, and from theory we obtain improved practice. Practice without theory is blind, but theory without practice gets lost in speculation.
Unequal Relationships
When a local organization signs an agreement with a donor to implement a project, ideally it should be in a relationship of collaboration between equals. However, in practice, these relationships are often vertical and, simply put, whoever provides the money sets the conditions. Local organizations need money to work and, frequently, yield to these conditions; dependence on international cooperation reduces our autonomy.
Among the difficulties we encounter in rigid cooperation are:
A narrow vision that poorly understands processes: As the saying goes, people think it’s as easy as “blowing and making bottles.” Everything seems fine when you don’t acknowledge its inherent complexity. For example, it is assumed that the magic wand that will eliminate irregular migration is developing entrepreneurship and employability. However, reality is far more complex, so the approach ought to be holistic. Not everyone is an entrepreneur, nor can jobs be created out of thin air. We should examine a country’s economic structure, but also the development models imposed on us and other influencing factors.
Believing all progress is thanks to one donor’s funding: For instance, some donors want to see every dollar directly linked to one notebook purchased, which then allows a child to study—without recognizing that the work is sustained by many contributions and different processes. Some even reject discussing anything where their contribution cannot be clearly traced.
Unrealistic results and deadlines: Deep transformations are expected within a few months and with few resources, while true social changes require time, trust, continuity, and sufficient means. Profound social change takes decades.
Limited funding for staff, often without rights: Donors demand activities be carried out, but often refuse to fund the necessary staff, much less cover necessary administrative costs, and even worse, provide no stability. In general, personnel are hired as consultants, paid fees without benefits or social security—replicating neoliberal piecework practices, paid per product.
Excessive bureaucratic workload: Donors often require excessive forms and documents for accountability—sometimes even images of each invoice, numbered and filed, for example. This forces more time to be spent on bureaucratic demands than on effective fieldwork.
From Transactional to Transformational
Recently, directors of organizations from 11 countries across four continents—who face similar realities—published an article calling to “embrace the complexity of social change” and to move away from the transactional model of “I fund you so you do what I ask” toward advancing transformative partnerships. We highlighted the need for flexible cooperation based on trust, and outlined some of its features. We believe that transformative cooperation:
Invests in medium- and long-term processes, not just one-off activities. Projects should last at least 3 years to achieve real changes and results.
Recognizes that the knowledge and capacity to drive change exist in the territories, communities, and local leaderships—not only in offices or behind technical desks. Our townspeople know their contexts, have experience, and understand solutions; we must seek complementarity between local ideas and other perspectives.
Is based on mutual trust, transparency, and dialogue, understanding that mistakes and learning are part of the process. Difficulties and even failures do not invalidate the work, but rather help improve it.
Provides flexibility to adapt to changing contexts and unforeseen realities.
We Need to Change the Paradigm of Cooperation
The world is not as we imagine it. If it were, we would have a better world. Instead, as humanity and as a planet, we see things worsening.
If we truly want deep changes (with social justice, equity, human rights, and environmental sustainability), we need cooperative relationships that acknowledge this complexity.
Community processes require time, patience, and continuity. A real alliance between local organizations and donors is not built on money transfers alone, but on commitment, respect, and shared responsibility.
The challenge is for international cooperation, philanthropy, and local organizations to move beyond the obsession with short deadlines and easy indicators, and instead commit to what truly transforms lives.
Because, in the end, as Mafalda ironically reminds us, theory may be comfortable… but life (and social change) happens in the real world. And there, things are much more complex—but also much more human.
Juan José Hurtado is Director of Asociación Pop No’j (www.asociacionpopnoj.org) in Guatemala, which works with a focus on Indigenous Peoples. He has extensive experience with national and international development NGOs and has studied social communication and education.
