Arguably, Ruse’s centre for social support lies at the centre of Equilibrium’s operations. For the larger part of 2018, major renovation has been underway meaning that the team has had to squeeze into one half of the building and then the other while coordinating the delivery of social services from inside a noisy construction site.
Equilibrium believes in universal family support but progress in this direction depends on coherent and consistent practice among the different professions coupled with a change in professional attitudes to embrace the idea of public service. Families need to learn how to respond to the availability of public servants. The relevant expression is proactivity.
Management consultants recognize a stage in the development of an organization that can represent either an opportunity or an existential crisis for the founders.
A combination of forces make their presence felt. These forces are linked to the effort needed to simply sustain the day-to-day operation of a sizeable organization. A big organization needs systems, routines and even conventions. Those who found organizations tend not to be particularly conventional people and – in truth – they should not try to…
Looking outwards to the community
“Entrepreneurs have zeitgeist – they know what is going on in the world and act accordingly.”
(David Bisset, EQ chairman)
Entrepreneurs can easily lose their zeitgeist. For those who start organizations it depends heavily on maintaining their connection with the people they serve and the values they stand for while a substantial enterprise, complex systems and organizational paraphernalia grow around them. Bigger vehicles are less easy to maneuver and they make it more difficult…
Equilibrium – the introspective organization
Within an organization that is approaching the 10th anniversary of its foundation, people are not sure whether to look ahead or backwards. In such circumstances, it is not a bad idea to look at the current state of play. Where are we? Who are we? What is it that characterizes Equilibrium as an organization that works for children and with children?
Looking back on 2012, we’re satisfied with a job well done and the many innovative models and practices that we can share. We also have a few new ideas for 2013. Our success depends on the effort of many individuals but, more particularly, on the willingness of teams to adopt unconventional approaches to problem solving, playing to the strengths of the various team members.
EQ does not operate a payroll and our overheads are low.
The dolphin is a banner that allows a consortium of childcare professionals to dedicate time and effort to a shared mission. Those who are not founding members were invited to join and this has led to the creation of a highly cohesive, productive and happy team.
This has given us certain advantages:
In Bulgaria, every child of my generation had to go to kindergarten after turning three years – the law required mothers to work. My mother could not disobey. She worked far from home and traveled by public transport. This meant I spent 8-9 hours in kindergarten every week-day