addressing global change challenges developing organizational innovation steve waddell co-lead...
TRANSCRIPT
Addressing Global Change Challenges
Developing organizational innovation
Steve WaddellCo-Lead StewardGAN-Net+1 (617) [email protected]
…making globalization work for all!
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Agenda
1. Introductions (90 seconds each)
2. Behaviour over Time Chart – dialogue tool
3. Global Action Networks – potential solution
4. Principles for Global Change – guiding framework
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Introductions – 90 seconds each
1. Reflection
2. Name
3. Organization
4. What are you passionate about?
5. Why did you choose this workshop?
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Behaviour Over Time Chart
Reference Behaviour Pattern From events to patterns Builds consensus on scale A start to systems dynamics modeling
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Example:CARE and “Poverty” in Guatemala
hoy
Falta de auto-determinaciónEsclavitud/autoritarismo
Ultimaauto-determinaciónDemocracia real y justicia
Capacidad de desarrollarmi propio potencial (control de auto-determinación)
20 años(1 generación)
-20 años(1 generación)
Tiempo
Regreso a la democracia1985
Acuerdos de Paz1996
FRG2000
Estado actual
3
6
Estado deseado
La Brecha
8
10
0
hoy
Falta de auto-determinaciónEsclavitud/autoritarismo
Ultimaauto-determinaciónDemocracia real y justicia
Capacidad de desarrollarmi propio potencial (control de auto-determinación)
20 años(1 generación)
-20 años(1 generación)
Tiempo
Regreso a la democracia1985
Acuerdos de Paz1996
FRG2000
Estado actual
3
6
Estado deseado
La Brecha
8
10
0
Source: Interviews and workshop with 10 CARE employees January 2004.
This helped us shift our focus, as a group.
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You Assignment: Draw a BoT for “Sustainability”
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10
20071977 2037
Sustainability: the possibility that humans and other life flourish on the
Earth forever.
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From an organizing perspective
…what is needed to respond to this scale of challenge?
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From a “Government World”
NationalGovernments
Big BusinessBig Labor
SocialContract
Negotiations
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To a “Governance World”
PoliticalSystem
Government
EconomicSystem
Business
SocialSystem
Community-BasedOrganizations
NaturalEnvironment
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From an Organization-Centric World
BusinessBusinessSuppliers Customers
Investors
Government
Pressure Groups
Communities
Competitors
Employees
Business Associations
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To an Issue/Opportunity-Centric World
Issue/Opportunity
NGO
NGO
NGO
Business
Business
Business
Gvt.
Gvt.
Gvt.
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From a Hierarchical World…to a Network World
Organization Partnership Network
Number of Legally Distinct Dntities
One Small to Modest Very large
Organizing Structure
Hierarchical Spoke and wheel
Multi-hub
Organizing Logic
Administering/ Managing
Coordination Coherence
Operating Focus
Organization Task System
Participation Closed Highly controlled
Loosely controlled
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From an Inter-national World
To a To a Global Global WorldWorld
From 1st & 2nd…to 3rd Order ChangeFirst Order Second Order Change Third Order Change
DesiredOutcome
“More (or less) of the same.”
Reform Transformation
Purpose
To improve the performance of the established system.
To change the system to address shortcomings and respond to the needs of stakeholders
To address problems from a whole-system perspective
Partici-pation
Replicates the established decision making group and power relationships
Brings relevant stakeholders into the problem solving conversation in ways that enable them to influence the decision making process
Creates a microcosm of the problem system, with all participants coming in on an equal footing as issue owners and decision makers
Process
Confirms existing rules. Preserves the established power structure and relationships among actors in the system
Opens existing rules to revision. Suspends established power relationships; promotes authentic interactions; creates a space for genuine reform of the system
Opens issue to creation of entirely new ways of thinking. Promotes transformation of relationships with whole-system awareness and identity; promotes examination of the deep structures that sustain the system; creates a space for fundamental system change
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Global Action Networks (GANs):Possibly a critical innovation1. Global 2. Focused on issues for the public good3. Inter-Organizational Networks
Not between individuals
4. Diversity-Embracing & Boundary-crossing North/South, rich/poor, policy makers, techno-
scientists, funders, global institutions, professional disciplines, and cultures
5. Systemic change agents Engaging business, government, and civil society
(non-profit) organizations
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A few dozen GANs—and growing…Some GANs that have participated in GAN-Net activities:
• Building Partnerships for Dev. in Water and Sanitation • Cooperative Programme on Water and Climate • Forest Stewardship Council • Global Alliance for Improved Nutrition• Global Compact • Global Fund to Fight AIDS, Tuberculosis and Malaria • Global Knowledge Partnership• Global Reporting Initiative • Global Water Partnership • Global Youth Action Network • Global Partnership for the Prevention of Armed Conflict• International Centre for Trade and Sustainable Development • IUCN – The World Conservation Union• International Fair Trade Association • Marine Stewardship Council• Microcredit Summit Campaign • Renewable Energy and Energy Efficiency Partnership • Social Accountability International • The Access Initiative (TAI)/ Partnership for Principle 10 • Transparency International • Youth Employment Summit Campaign
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Your Assignment: Identify key organizing and change design
principles and the meta-level work that are necessary to realize
the possibility that humans and other life flourish on the Earth forever.
Principles are not values…they should provide guidance for people who want to steward the emergence of sustainability. What are the design principles of the organization that YOU would advocate?
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Societal Learning and Change Matrix
Societal Political Systems
Economic Systems
Social Systems
Sectoral The State Sector
The Market Sector
The Social Sector
Organiza-tional
Government agencies
Businesses Community-based Orgs.
Individual Mentally centered
Physically centered
Emotionally centered
Waddell, Steve. (2005). Societal Learning and Change: How Governments, Business and Civil Society are Creating Solutions to Complex Multi-Stakeholder Problems. Sheffield, UK, Greenleaf Publishing.
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Suggested Principles1. Make the approach multi-stakeholder; 2. Aggregate stakeholders by organisational
sectors; 3. Address the individual to societal change
challenges; 4. Make ‘learning’ a core value; 5. Understand the work as building complex
systems;6. Organise for ‘third-order’ change; and 7. Think in terms of development stages.
Waddell, Steve. 2007. "Realising Global Change: Developing the Tools, Building the Infrastructure." Journal of Corporate Citizenship Special Issue. No. 26. Summer. www.gan-net.net
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…making globalization work for all!