Yes, it is a choice to stubbornly stick to an idea that you believe to be true even if those ideas have stopped serving their purpose. More often than not we refuse to budge, we refuse to even broach the subject - we will not change our mind and that is it. We might make a decision to believe something at ten years old and refuse to budge one inch, invariably taking that belief to our grave.
Mental health issues are definitely not first world problems because the benefits, stability and access to services of the first world are irrelevant to mental health. Obviously those with greater wealth can access better medication, private counselling and a range of treatments for mental health illness, but, the car you drive, the house you live in or amount of cash in your bank account is immaterial when you are trapped in your own mind by the pain and turmoil of mental health illness.
Digital transformation cannot be created overnight. It requires commitment from the highest levels of an organisation, and a significant shift in culture, resourcing, processes and tools. But if sector organisations are serious about delivering greater social impact in the current climate - digital maybe the only game changer we've got.
In our sector, we tend to think that tech can solve everything, and many start-ups are making positive societal changes through innovative approaches and business models. But some of the world's most fundamental problems - like poverty, equality, or access to clean water - can't be fixed with an app, or even with a social enterprise or business-led approach.
During a time of such social and political upheaval in which political leaders are seen more as being the problem than the solution, hashtags have given people something to believe in. In the absence of effective political leadership hashtags have created a space in which people can connect, unite and march side by side.
The question is not whether we are leaders but what we are leading ourselves and others towards? Leadership is intimately bound up with narrative, and the work of developing leaders, if it is to be relevant, must concern itself with the wider context of the narratives we find ourselves in and those we are creating with every choice we make.