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Victor Perton's avatar

Will, I love this conclusion: “embrace the power of unreasonable people, coupled with a strategy of optimism.”

That feels exactly right for wicked water problems. The unreasonable innovator refuses to accept that today’s constraints define tomorrow’s possibilities. A strategy of optimism then gives that unreasonable energy direction: face the facts, ask better questions, gather the right partners, test new models, learn quickly, and keep building toward a better outcome.

In the year ahead, I hope to work with more of those unreasonable optimists: people who see the value of fostering optimism and bring others into building an ever bigger movement of infectious optimistic leaders.

Onward indeed.

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