addressing global change challenges developing organizational innovation steve waddell co-lead...

Addressing Global Change Challenges

Developing organizational innovation

Steve WaddellCo-Lead StewardGAN-Net+1 (617) 482-3993swaddell@gan-net.net

…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”

0

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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!