Yes. But the hard reality for aspiring social engineers is that uprooting inequalities, especially as an outsider to the community, is almost always a generational project rather than an immediate revolutionary possibility.
Some boring examples from the international development industry
Most of the ingeniously-designed institutions a development worker tries to encourage communities to adopt will fail, because collective action is hard. Even if people have an obvious degree of material interest in e.g. keeping their new piped water system in good repair, your village water-users’ committee probably has no better than a 40% chance of lasting for five years. (It’s hard to offer confident numbers here because, as that SPARC study notes, so few development actors carry out retrospective success evaluations… but I reckon 40% is a generous extrapolation from the high visibility of failed water systems in rural areas with lots of development work.)
The more you’ve also been trying to tweak the design of that water-users’ committee to achieve social goals, like increasing the decision-making authority of women or marginalised ethnic/caste groups, the higher you’re nudging the odds of failure. If you require an institution to include voices that the village normally excludes, you’re increasing the likelihood that the village won’t listen to that institution, and (even more so) that they’ll stop giving their time to it as soon as your project ends and you stop paying them to participate [1] sending a salaried staff member to regularly corral them.
That doesn’t mean it isn’t worth trying! Sometimes it works. When I did a review of projects my old organization finished 5+ years ago, one of the great successes was in a village hit by the 2008 breach of the Koshi barrage embankment. Most of this village’s houses had been washed away; most of its agricultural land was suddenly under three feet of sand. In addition to helping people rebuild and introducing new sand-compatible livelihoods like melon-growing or cement-work, my predecessors encouraged villagers to meet regularly in “trauma circle” discussion groups. These groups were intentionally designed to bring women together across caste/religion lines, and (in different groups) to bring men and women together. They started as a place for people to share the stories of the trauma of the disaster, but were intentionally guided toward being a forum for talking about problem-solving as well.
Over a decade later, those circle groups were still regularly meeting – not to keep talking about disaster trauma, but as a village forum for discussion and decision-making that included people who would always have been excluded before 2008. It lastingly reduced the previous level of social inequity, in which all but a couple of the richest women had been largely unheard and public discussion had been reserved for higher-caste men.
Even in those villages, of course, inequities persist today. Involving women and lower castes in communal decision-making doesn’t mean giving them fully equal status; the latter is still a multi-generational project, and each step you try has a significant chance of failure. And this isn’t just true of the small-scale work I’m talking about here. It’s true for nation-level reforms, like expanding voting rights or affirmative action programs. The further you’re trying to leap from the status quo, the greater the likelihood that what you try will be coopted by the unjust system or fail outright.
When it comes to the deep-rooted social inequalities of caste in Nepal, I’ve seen them affected and ameliorated by strategies both violent (the Maoist war) and nonviolent (NGO projects, antidiscrimination laws)…but not undone. Those inequalities have persisted and perpetuated themselves against (so far) every attempt to root them out, both the modestly ambitious and the would-be revolutionary approaches.
Recognizing that societies have inertia and that some degree of “perpetuation” is the likeliest outcome doesn’t mean we have to despair, or even that we should limit ourselves entirely to “the adjacent possible.” But we shouldn’t be surprised when we experience limited success, or find that the success rate is higher for less ambitious reforms.
NGOs know they shouldn’t be paying people to participate – that unsustainable extrinsic incentives are deadly to collective action – but because their incentive structure is almost entirely built around showing short-term progress to donors rather than long-term transformation, refraining from incentive payments is a “best practice” widely honored in the breach. ↩︎

