Be More Bonobo: Forging Islands of Coherence in Troubled Times

2024 was a year of extraordinary achievements and challenges. I am immensely proud of the milestones we reached at the Sheffield Social Enterprise Network (SSEN).

The Social Enterprise Growth Accelerator (SEGA) programme provided tailored support to nearly 150 social entrepreneurs, addressing diverse challenges and underscoring the critical role of social enterprise in driving equitable and inclusive economic growth. The success of the programme, which surpassed its ambitious participants target four months ahead of schedule, reflects SEGA’s delivery partners’ dedication to empowering social entrepreneurs and fostering transformative change across Sheffield.

In parallel, bringing together a wide range of key cross-sector city stakeholders through initiatives such as the Sheffield Social Enterprise Place steering group, we've fostered collaboration and championed the interests of social enterprises locally.

By aligning social enterprise efforts with the Sheffield City Goals, we've worked to create a unified vision for the city’s future—a vision rooted in equity, sustainability, and community well-being.

These achievements highlighted the collective strength of Sheffield’s social enterprise community and the power of collaboration.

Yet, I must also acknowledge the challenges of maintaining an effective work-life balance. Balancing the urgency of our mission with the need for personal care is something I struggled with throughout the year—a tension that is perhaps familiar to many of us in this work. Leading a network committed to tackling society’s most pressing challenges is a privilege, but it also comes with a weight that is hard to set down. At a time of increasing global uncertainty, we're all required to reflect on how we maintain resilience and connection in a rapidly changing world.

The Challenge of Maintaining Resilience

We are living in a world that is not only fraught with crises but also profoundly traumatised. From the climate emergency to widening social inequalities, the pressures we face have created a collective sense of disconnection. This crisis of connection—between people, communities, and even ourselves—has left many feeling isolated and overwhelmed.

Building resilience and taking care of yourself can feel especially challenging when the work you do feels so urgent and necessary. In 2024, as I navigated the demands of leadership, I often found myself grappling with the tension between the profound sense of responsibility for the work we do at SSEN and the equally vital need to maintain my own well-being.

The issues we tackle—inequality, sustainability, and systemic change—carry a weight that can be difficult to set aside. There’s an almost constant sense of urgency, a belief that every moment counts and that slowing down risks losing momentum. But what I’ve come to realise is that this sense of urgency, while understandable, can also be a trap. Without moments of rest and reflection, burnout becomes inevitable, and our capacity to lead effectively diminishes.

For me, the urgency of our work often felt relentless. Leading SSEN through such a transformative year required deep reserves of energy, and I struggled to replenish them. Balancing professional responsibilities with personal wellbeing became a near-constant tension. However, I wasn’t alone in facing these challenges.

At SSEN, we recognised the importance of addressing resilience for our network as a whole. Through SEGA, we delivered networking opportunities, peer support activities, and wellbeing initiatives designed to help social entrepreneurs build the strength they needed to keep going. These spaces offered a chance to share challenges, celebrate successes, and draw strength from one another.

Gabor Maté’s insights in The Myth of Normal remind us that to feel unwell in such a world is a rational response. These challenges are not individual failings but symptoms of a broader societal fracture.

Reflecting on this, I’ve come to understand that resilience is not just about pushing through difficulties—it’s about creating space for recovery, connection, and renewal. Taking care of ourselves and each other isn’t a distraction from the work; it’s what makes the work sustainable and impactful. This is a lesson I carry with me as we move into 2025.

Finding Hope Amidst the Chaos

Hope is not something that comes easily in times like these. The challenges we face are immense, and the solutions can often feel out of reach. But I’ve come to understand that hope is not a passive state—it’s an active choice. It’s the decision to keep going, even when the path ahead is uncertain.

For me, hope was a lifeline in 2024. It kept me grounded when the pressures of leadership felt overwhelming. It reminded me of the beauty and meaning in the work we do, even when the results weren’t immediate. And it inspired me to keep pushing for change, knowing that every step forward brings us closer to the future we want to create.

Navigating Uncertainty

One of the hardest lessons I learned in 2024 was that uncertainty is here to stay. The crises we face—climate change, social inequality, and economic instability—are deeply interconnected and unlikely to resolve quickly. Rather than resist this reality, I’ve learned to see uncertainty as an opportunity for growth.

When we’re operating at the emergent edge of new ideas, as many social enterprises are, we must embrace the unknown. This requires adaptability, resilience, and a willingness to experiment. While the path ahead may not always be clear, our values provide a vital compass. By grounding ourselves in principles of equity, sustainability, and justice, we can navigate the uncertainty with purpose and direction.

Locally, organisations are already making difficult decisions about prioritising programmes, managing limited resources, and focusing their efforts amidst competing demands. These challenges will continue in 2025, but it’s crucial to resist the temptation to chop and change leadership or direction in search of a quick fix. Such actions may provide a temporary sense of control but often lead to further instability. Instead, we must remain committed to progressive, long-term approaches that build resilience and trust.

Dispel the Myth of Selfishness

A key realisation last year was the importance of challenging the narratives that shape how we see ourselves and one another. Neoliberalism has perpetuated the idea that humans are inherently selfish and competitive, driven solely by personal gain. This divisive narrative undermines our capacity for collaboration and mutual care, framing collective action as unnatural.

But, as George Monbiot argues in The Invisible Doctrine, this is not only false—it’s deeply damaging. Humans are fundamentally cooperative and empathetic. Our survival and success as a species have always depended on working together.

Nathalie Nahai and Rachel Donald, in their recent discussion on the Planet: Critical podcast, illustrate this beautifully through the lens of our primate relatives. While chimpanzees are patriarchal, hierarchical, and often aggressive, bonobos present a strikingly different model. Bonobos are matriarchal, non-hierarchical, and prioritise cooperation, empathy, and care. They use love rather than hate to overcome division, resolving conflicts through connection, mutual grooming, and playful interaction.

This profound difference offers a vital lesson for us. The way forward lies not in deepening divides but in bridging them with empathy and compassion. Bonobos demonstrate that strength is found in unity and that resolving conflict with love fosters resilience and harmony. Their example challenges us to reject the narratives of dominance and division, embracing instead the transformative power of connection and care. Perhaps it’s time for a new mantra: Be more bonobo.

Building Islands of Coherence

In a chaotic world, it’s easy to feel overwhelmed. But as Nathalie Nahai suggests, we can create “islands of coherence”—spaces where clarity, purpose, and connection thrive amidst the storm. These islands are not just sanctuaries; they are the seeds of systemic change.

In Sheffield, organisations like Opus Independents, Food Works, and the Green Estate exemplify this idea. Their work—whether fostering cultural collaboration, creating sustainable food systems, or regenerating urban spaces—demonstrates what’s possible when communities come together with shared purpose.

Through SEGA, we’ve supported more than 50 organisations at the start of their social enterprise journey. These early efforts are planting the seeds for future islands of coherence, showing how local action can inspire broader transformation.

Embracing Technology with Intention

This year, I’ve also reflected deeply on my increasing use of artificial intelligence, including for this article. At times, I’ve wondered if relying on AI distances me from the human connections at the heart of our work. But technology, like any tool, is not inherently good or bad. Its impact depends on how we use it.

In Star Wars, Luke Skywalker relied on C-3PO and R2-D2—technological tools that were also trusted allies. They weren’t mere machines; they were integral to the Rebellion’s success, guided by values of loyalty, courage, and service. Similarly, AI, when aligned with our principles of equity, sustainability, and justice, can amplify our impact and help us navigate complexity.

Towards a Thrutopian Vision

Thrutopia describes the act of navigating through crises with courage and vision to create futures that are not only possible but desirable. It’s about imagining a world where the challenges we face are not just endured but addressed in ways that lead to equity, sustainability, and collective well-being.

In a recent conversation with Audrey Tang on Democracy Rising, Manda Scott, the author of the Thrutopian novel Any Human Power, suggested that we may have reached “peak polarisation,” offering an opportunity to rebuild trust and foster collaboration. Tang’s insights on transparency, participatory governance, and inclusion resonate deeply with the principles of social enterprise. These approaches don’t just bridge divides; they empower communities to co-create the futures they wish to see.

This vision aligns perfectly with SSEN’s plans for 2025. We will focus on strengthening partnerships, fostering innovation, and creating spaces for collaboration and experimentation to support Sheffield’s transition towards a more just and sustainable future.

A Call to Action

For those familiar with my reflections, you’ve likely come to expect a Star Wars reference, and I won’t disappoint.

I find inspiration in the journey of Luke Skywalker in Return of the Jedi. Luke confronts his own fears, the darkness within him, and the overwhelming power of the Empire. Yet, he chooses hope. He believes in the possibility of redemption, in the power of connection, and in the strength of the collective.

Like the Rebel Alliance, Sheffield’s social enterprise movement is a collective, values-driven force confronting seemingly insurmountable odds.

The Ewoks remind us that even the smallest among us can make a profound difference. Their courage, ingenuity, and connection to their environment allowed them to defeat a technologically superior foe. Similarly, our collective efforts—rooted in resilience, collaboration, and innovation—can create a brighter, more just future.

This year, I invite you to join us. Become part of SSEN’s network, support local social enterprises, and advocate for policies that champion sustainability and equity. Together, we can create a thriving social enterprise ecosystem that lights the way forward.

May the Force—and our shared vision for a better world—be with us all.

Terry Murphy
CEO, Sheffield Social Enterprise Network