To combat aid diversion in crisis zones, Jada McKenna proposes a counterintuitive solution: overwhelm the area with supply. By 'flooding the zone with food,' the aid becomes less scarce and therefore less valuable. This tactic disincentivizes theft and reduces dangerous swarming of delivery trucks by desperate crowds.
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Contrary to the economic theory that more choice is always better, people sometimes prefer fewer options. Removing a tempting choice, like a bowl of cashews before dinner, can lead to better outcomes by acting as a pre-commitment device, which helps overcome a lack of self-control.
Navigating technological upheaval requires the same crisis management skills as operating in a conflict zone: rapid pivoting, complex scenario planning, and aligning stakeholders (like donors or investors) around a new, high-risk strategy. The core challenges are surprisingly similar.
Feeling paralyzed by large-scale problems is common. The founder of Pandemic of Love demonstrates that huge impacts are simply the aggregate of many small actions. By focusing on the "area of the garden you can touch," individuals can create massive ripple effects without needing a complex, top-down solution.
Instead of tightening control during a crisis, CEO Jada McKenna deliberately handed off critical decisions to team members who weren't as involved in the initial trauma of layoffs. This strategy diffused leadership away from the most exhausted executives, giving them a needed break and preventing deeper burnout.
Beyond 'fight or flight,' Mercy Corps' CEO identifies a third, more dangerous crisis response: 'freeze.' She argues that holding still or failing to adapt guarantees a slow demise. For leaders facing existential threats, radical rethinking is the only viable path forward, even when the future is uncertain.
Maximizing profits in a crisis, such as a hardware store hiking shovel prices during a blizzard, ignores the powerful economic force of fairness. While rational by traditional models, such actions cause public outrage that can inflict far more long-term brand damage than the short-term profits are worth.
The loss of US aid didn't just defund specific projects; it dismantled an entire operational 'architecture.' The collapse of shared resources, like UN-funded logistics and transportation, created cascading failures across the sector, showing how the entire humanitarian value chain can depend on a single keystone funder.
When OpenSea faced rampant NFT theft, the team shifted focus from mitigating symptoms on their platform (a 'whack-a-mole' problem) to addressing the root cause with external wallet providers. This ecosystem-level thinking led to a far more impactful, lasting solution.
Jada McKenna debunks the myth that billionaires or foundations can replace large-scale government funding. She explains that while helpful, private donors rightfully see systemic support as a government responsibility and are unwilling to fill massive, structural funding gaps themselves, sticking instead to their own strategies.
Generosity towards employees and customers is more than just good ethics; it's a strategic move in the iterated game of business. It signals your intent to cooperate, which encourages reciprocal cooperation from others. This builds trust and leads to superior long-term outcomes versus a defect-first approach.
