The Vitalists Part 4 – The Children they Raise

A Developmental Philosophy for Citizens of the Future

By Futurist Thomas Frey

Part 4 of 6: The Children

Every generation of parents has believed, with complete sincerity, that they were raising their children well. The sincerity has never been in question. What has always been in question — and what the Vitalist framework forces us to ask with unusual directness — is whether sincerity and deliberate design are the same thing, and whether love alone, without a coherent developmental philosophy to give it structure, is sufficient to produce the kind of human beings that a civilization in genuine difficulty actually needs.

I do not think they are the same thing. I do not think love alone is sufficient, any more than a surgeon’s genuine care for a patient is sufficient without training, without technique, and without a clear understanding of what a successful outcome looks like and how to achieve it. The Vitalist loves her children. She also designs their development. This column is about what that design looks like.

Consider what Muhammad Yunus did with the Grameen Bank. When he began extending micro-loans to the poorest women in Bangladesh — people with no collateral, no credit history, no formal standing in the financial system — he didn’t just hand them money and wish them well. He asked them to commit. Before receiving a loan, borrowers were required to memorize and recite the Sixteen Decisions — a set of pledges covering health practices, education of children, refusal of dowry, investment in the family’s future, and commitment to the community. The loan came with a vow. The vow was the point. Yunus understood something that most philanthropists and policymakers miss: that transformation requires not just resources but a framework of commitment that orients the recipient toward a different kind of future. The resources alone accomplish very little. The commitment changes everything.

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I’ve been a freelancer for more than 15 years. Here’s what all clients should know

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As more freelancers enter the job force, managing them is an art form in and of itself. Here are the secrets to managing independent workers.

I’ve been a freelancer for more than 15 years. Here’s what all clients should know

For the past several years, there has been a steady stream of research indicating that companies are increasingly turning to freelance labor to fill talent gaps and create more flexible teams. Recent research from freelance website Upwork found reports that more than one in three Americans freelanced in 2018, and the freelance workforce grew 7% from 53 million to 56.7 million in five years. Full-time freelancers make up more than one-quarter (28%) of freelancers—up 11% since 2014.

And while hiring specific, on-demand talent may seem like a perfect solution to gaps in your workforce, learning how to manage freelancers and independent contractors well is essential to making the relationship the most fruitful it can be.

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