The Poetry of Transformation

This article was originally published in the Spring 2014 RSF Quarterly.

by John Bloom

One beautiful aspect of transformation is the evolutionary element of continuity. Nature is alive with these mysterious metamorphic processes, from seed to leaf, from DNA to a human being. If one can accept that even in a world full of intentionally disruptive activities there is an underlying connective thread, then our task is not to react to “revolutionary” events as isolated, but rather to understand them instead as symptoms of this deeper process. In the grand scheme, one could call this the evolution of human consciousness, and there is poetry to its path—though not always an easy one. For example, what if we took the performance of the stock market as a barometric measure of the human spirit? What would that really say about us as individuals, our relationships, and the culture in which this investment marketplace is embedded? Even if I have no shares or investments, am I really separate from the stock market? And, how could I hold that thought if I really believe (and I do) that we are fully interdependent and interconnected?

It is not an accident that I chose the example of Wall Street. At RSF Social Finance we often cite it as the antithesis of what we are trying to accomplish through our purpose of transforming the way the world works with money. What we call our theory of change—to make every transaction direct, transparent, personal, and based on long-term relationships—is actually our theory of transformation. We know that, no matter how active and thoughtful we are, we are not going to flip the human-institutional-behavior-money-transaction switch over night. We understand that each individual has to take him or herself through a process and practice. And we know there are more people who have come to this realization, and many more working to get there. From this perspective, our clients join us as a community of practice and as transformational activists/participants.

Given the challenge of gathering a thirty year perspective on the evolution of RSF Social Finance (and I have been honored to be part of RSF half that time), the question that arose for me was: How does an organization committed to transformation lead by example? This question, of course, brings one back to origin stories and historical data. This information is important, and RSF’s emergence in 1984 through the loan to the fire-destroyed Pine Hill Waldorf School is well storied. Many more stories have transpired over the last thirty years as a browse through our RSF Quarterly and Annual Report archives would show. Both inwardly and outwardly much has changed. We are now nearly forty staff, our loan portfolio is approximately 50/50 non-profit and for-profit and the character and quality of those loans have grown more complex. Where once Waldorf schools were our anchor borrowers they are now less than half. For an organization founded to further the work of those directly connected to Rudolf Steiner’s work, it could feel to some that we have not only changed, but also left anthroposophy behind. This is not at all the case. Many of our early clients assumed Waldorf schools defined that relationship, but we have now stepped far more fully into supporting the evolution of an associative economy—as Steiner imagined economic life should unfold—through such efforts as our quarterly pricing meetings.

Despite the allure of talking about all that we have accomplished, I find myself drawn to trace what I would consider the more character-based aspects of the organization—not so much what it has done, but rather who it is and what it stands for as an expression of its being. If one follows this thread of core values and practices, the steady evolution of a spiritually inspired financial organization, and specifically the inspiration of Rudolf Steiner’s work, becomes visible in a way that speaks of continuity—a kind of poetry of transformation.

There is a bit of the then and now in how I will approach this exploration. And, there will be some language that seems a bit esoteric as RSF was first and foremost a financial arm of the Anthroposophical Society in America, founded to further Rudolf Steiner’s work. In addition to this founding commitment there was a vision for working in a new way in finance and with money. Here is a selection from “The Foundation’s Ideals ” from the 1985 brochure:

To serve as an objective third party in transactions between donors, lenders [investors in current parlance], and receivers of financial resources. Interest in the intentions of others is its primary focus.

To foster:

• A threefolding of social life that reflects the threefold organism of the human being
• Increased understanding of the fundamental social law and its working in society
• A spirit of determined cooperation in the financing of the work of the anthroposophical movement

[Steiner’s fundamental social law is, in abridged form: the degree to which we work to meet the needs of others, our needs will be met. Steiner was asking us to recognize the primacy of interest in the other over self-interest]

Fast forward to the present. Here are the first two of RSF’s current operating principles all of which were developed collaboratively by current staff, none of whom would likely have seen the original brochure. All twelve principles can be found on our website along with our purpose and values.

• Transformation: We are committed to working with those who seek to transform their relationship to money and with those who seek to redefine the core assumptions of our economic and financial systems. We strive to lead by example.
• Service: We co-create RSF Social Finance with our stakeholders – staff, board, investors, donors, borrowers, grantees, asset managers, partners, and friends. Through listening, we try to discern what is being called for next in a spirit of service. Long-term relationships are of primary importance. We place high value on intention.

I could do a detailed analysis between the earlier brochure statements and our current operating principles, but am hoping that the focus on intention, interest in our clients and the world, determined cooperation/co-creation, and a view of working with money as a tool for cultural change stand out immediately.

In researching this material, I found myself taken aback at how much significant outward change, growth and visibility could happen, and at the same time, how slowly and steadily RSF’s core being has evolved to becoming reflective of founding ideals, yet more linguistically true to those currently doing the work. It has also become accessible to an increasingly broad audience.

So how has RSF, an organization committed to transformation, continually transformed itself in a way that garners trust and engagement for public benefit? Such an organization listens thoughtfully and learns deeply through its interest in others. It holds that wisdom is held in the wider community rather than only by the organization itself. At the same time it reflects on what the world is asking, the opportunities it presents, and, in the spirit of inquiry, asks how its core principles can be practiced and developed through service. As an organization, RSF works at knowing itself while deepening its connections to its spiritual well-spring as a way to best prepare to be of service to the world.

Money and financial transactions are RSF’s tools. So we continue, thirty years later, to benefit from Rudolf Steiner’s insights, from the insights of RSF’s founders, and from the gifts of wisdom and resources from staff and clients, so that personal and organizational change invite and lead the cultural and financial system transformation needed for a regenerative future.

John Bloom is Senior Director of Organizational Culture at RSF Social Finance.