Aspen Institute: What does it really do?

More than 60 years ago, American businessman and philanthropist, Walter Paepcke, founded what would become one of the most respected platforms in the world for truly non-partisan dialogue addressing critical issues facing civil society. To understand the scale and scope of Aspen’s activities, please visit http://www.aspeninstitute.org

Many people have been responsible for attracting Aspen Institute to Prague. Businessman and philanthropist, Zdenek Bakala, became the galvanizing force behind the formation and accreditation of Aspen Institute Prague, and to him, we as a community, owe a great deal of thanks.

One of the criticisms I was used to hearing, as I did for many years as an adviser to President Havel’s Forum 2000 Conference, was: What exactly do you do? How is it you actually bring about change? Do you have a list of break-through ideas that people can put to use right now to bring about world peace? And, as one of the Founders and a member of the Supervisory Board of Aspen Institute Prague, I am asked the same questions, especially from members of the business community who are used to making decisions, implementing plans, and reporting the results at the next Board of Director’s meeting.

In an effort to shed some light on these questions, I wanted to share something I hope will open a door to a deeper understanding of what Aspen Institute does. Full disclosure notice: I am not speaking for Aspen Institute, or Aspen Institute Prague. I am voicing my own opinion based on my interpretation of personal experience.

On the 19th of July, Madeleine Albright, Former Secretary of State of the United States, brought 22 former Foreign Ministers to Prague to celebrate the birth of Aspen Prague and to hold her annual Aspen Foreign Minister’s conference on 20, 21, 22 July, and I was invited to attend as an observer. The topic of discussion and debate was, Transitions: Lessons from the Arab World. It was the first time I had been in a room with a group such as this and to say that it was intellectually intimidating would be an understatement. As the meeting was called to order by Secretary Albright, she reminded everyone that nothing discussed in the room was to leave the room—orally, electronically, or in any form. This was to be an open, candid, direct discussion and a report would be put together afterwards for distribution.

What followed over the next two-and-a-half days was an incredible tutorial not only on the Middle East, but on the art of dialogue. I have never witnessed a discussion about such a potentially polarizing topic by people who were very deeply involved in framing the issues, conducted in such a respectful and mannerly way—this is the hallmark of the Aspen Institute—wildly diverse opinions, factual and direct discussion, all in an atmosphere of deep respect for the other person. To me, as an individual, as a global citizen, this is what Aspen is all about. Yes, there are reports issued, there will be meetings with Heads-of-State and ministers to discuss outcomes and recommendations, but one of the greatest contributions to civil society that Aspen makes, in my view, is to bring together people from around the world—business people, scientists, academics, philosophers, policy makers, thought-leaders from all walks of life—for in-depth discussions on a wide variety of topics, all in an environment that fosters discovery and understanding coupled with robust listening skills and an empathic approach of respect.

So much has been lost in the past 50 years in the tone and manner of public discourse. Discussion has given way to dueling monologues and a zero-sum approach to conversations of almost any type. It’s more about converting someone to one’s way of thinking as opposed to trying to understand more—to gain more knowledge, to formulate lasting, fully-textured perspectives that consider a variety of outcomes, which just might lead to sustainable, mutually acceptable, novel solutions. This, to me, is what leadership in the 21st century is all about—the desire to learn and to grow without fear—to want to be competent individuals and competent members of a global civil society.

Sometimes what an organization does cannot be measured in specific and quantifiable ways. It’s more challenging, perhaps, to assess the impact of enhancing one’s critical thinking skills, or of a more robust and multidimensional understanding of a complex issue, or the impact of empathic listening coupled with an environment of mutual respect. Indeed, it is more challenging, the improvements are more incremental, they are hard to track on a flow chart, but they have an inter-generational impact on civil society. To me, this is what Aspen Institute and Aspen Institute Prague are all about.