Simulating Benevolence: Obstructing Systemic Problem Solving

Traditional methods of evaluating and solving world problems are insufficient to deal with today's issues, which are complex and interconnected, and therefore cannot be understood, or solved, in isolation. The author's study aimed to better understand behaviors that impact systemic problems in the capacity-building community. The resultant theory of simulating benevolence conceptualizes a collection of behaviors where change agents undertake activities that are not in the best interest of community members. Instead, activities satisfy the need for activity, involvement, and excitement. This theory has real-world implications in the pursuit of systemic social change. In any social context, a change agent cannot merely go through the motions of change, seemingly behaving active and engaged, at the expense of those that he or she claims to help.