global action networks as big change strategies
DESCRIPTION
Global Action Networks (GANs) are multi-stakeholder networks that span geographical, institutional, and sectoral boundaries to effect systemic change on critical global challenges such as climate change, inequality, war, disease, and environmental degradation. Examples include the Global Compact, Transparency International, The Climate Group, Social Accountability International, the Principles for Responsible Investing and the Global Reporting Initiative. Because they involve systems thinking and are designed to build connections and trust, they lead to superior results. Learn about successful examples of GANs, their characteristics, how they compare to other approaches to change, and the promise they hold to address critical global issues and to become a major global governance form for the 21st century. Author: Steve Waddell, www.NetworkingAction.netTRANSCRIPT
The Global Fund To Fight AIDS, Tuberculosis and Malaria
Founded: 2002
Vision: A world free of AIDS, tuberculosis and malaria
Mission: Investing the world’s money to save lives
Structure: Eight stakeholder constituencies Partnership Forum Board: donors, implementers, non-voting Country Coordinating Mechanism; Local Fund Agents
Activities: >140 countries $30 billion disbursed 6.1 million people on AIDS antiretroviral therapy Tested and treated 11.2 million people for TB Distributed 360 million anti-malaria nets
Operating Budget: $306m (2012)
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Transparency InternationalFounded: 1993
Vision: a world free of corruption
Mission: to stop corruption and promote transparency, accountability and integrity
Structure: Board with National Chapter Reps >100 National Chapters
Activities: Transparency as-an-issue, index, anti-corruption pacts, National Integrity Systems, legal advocacy
Secretariat Budget/Staff: $33 million/180 (2014)
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RE-AMP…a “regional” GANFounded: 2005
Mission: to reduce global warming pollution US economy-wide 80% by 2050
Structure: over 160 NGOs and foundations Annual Meeting Six Working Groups (one coordinating) <Dozen staff working in member organizations
Activities: Halting new coal plants, heightening efficiency standards, transportation policy changes
Operating Budget: $0.7 million (2011)
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Table Discussion 1
What do you know about these networks? What examples might you know?
As “change strategies” what qualities come up for you to describe their strategy?
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A Challenges View of Network TypesHighly Abstract
Unknown(Learning)
Complex Challenges(Issue development
networks)Eg: Addressing poverty
Complicated Challenges(Production networks)
Eg: Putting a person on the moon.
Known(Teaching)
Chaotic Challenges(Chaos/unseen networks)
Eg: People experiencing a disaster
Simple Challenges(Simple networks)
Eg: Filling potholes
Very Specific
Adapted from: Snowden, D. (2005). "Strategy in the context of uncertainty."Handbook of Business Strategy 6(1): 47-54.
Table 1: Types of Change(Adapted from Waddell 2011)
Type of Challenge Simple Complicated Complex
Type of Change Incremental Reform Transformation
Core Question How can we do more of the same?Are we doing things right?
What rules shall we create? Who should do what?What are the rewards?
How do I make sense of this?What is the purpose?How do we know what is best?
Purpose To improve performance
To understand and change the system and its parts
To innovate and create previously unimagined possibilities
Power and relationships
Confirms existing rules. Preserves the established power structure and relationships among actors in the system
Opens rules to revision. Suspends established power relationships; promotes authentic interactions; creates a space for genuine reform of the system
Opens issue to creation of new ways of thinking and action. Promotes transformation of relationships with whole-system awareness and identity; promotes examining deep structures that sustain the system
Core Action Logic Mediation Negotiations Visioning
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Table Discussion 2
What questions arise for you about these types of change?
Can you think of other examples, perhaps in your own work?
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Dimensions of ChangeSource: Adapted from Wilber, K; (Pruitt and Hemmati 2009)
Individual Self-awareness Knowledge, skills, competencies Assumptions, mindsets, beliefsExample:Creating of self-awareness among citizens for asking for information (shifting to being confident, responsible citizens not ‘underlings’)
Relationships Trust, respect, recognition Awareness of interdependence Reconciliation / conflict transformation Example: Mutual cooperation between NGOs Higher level of cooperation between NGOs and
government institutions
Culture Underlying values and beliefs Implicit “rules” Discourse, languageExample: Strong media campaign against
polluters
Structures / Systems Policies, legislation Institutions, procedures Allocation of resourcesExample: Pressure to the Ministry for releasing information
and data; awareness that they could be asked Forming of intersectoral group in Ministry for
support Changes in legislation (e.g. significantly increased
fines for polluters)
Table Discussion 3
What questions arise for you about these dimensions of change?
Can you think of other examples, perhaps in your own work?
Can you think of methods to approach the different dimensions?
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Dynamic 1: Community Development
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Building Shared identity Shared
understanding Interactions Inter-dependence Collective action
…coherence, alignment
Feb. 18, 2014 - RWJF
Dynamic 2: Experienced-Based Learning Cycle
Planning(“Solution” design)
Doing(Implementation)
Reflecting(Questioning, reviewing)
Concluding(Formalizing Learning)
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Dynamic 3: Future-Focused Learning
co-sensing co-inspiring
co-creating
The Presencing Cycle
(Scharmer et. al.)
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Dynamic 4: Generative Action
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Non-Reflectivere-enacting current reality
PartsWhole
Self-Reflectiveenacting emerging futures
ITalking nicepoliteness
IITalking tough
debate
IIIReflective dialogueinquiry
IVGenerative
dialogueflow
Sources: Isaacs, W; Scharmer, O.
Table Discussion 4
What questions arise for you about these dynamics?
Can you give illustrations of when you’ve experienced them?
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A Network of Individuals?
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Inter-Personal
Legally Distinct Entities
Many
Organizing Structure
Informal
Organizing Logic
Personal
Operating Focus
Relationships
Participation Open
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An Organization?
Organization
Legally Distinct Entities
One
Organizing Structure
Hierarchical
Organizing Logic
AdministeringManaging
Operating Focus
Organization
Participation Closed
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An Inter-Organizational Partnership?
Inter-Org. Partnership
Legally Distinct Entities
Small to Modest
Organizing Structure
Hub and spoke
Organizing Logic
Coordination
Operating Focus
Task
Participation Highly controlled
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An Inter-Organizational Network?
Inter-Org. Network
Legally Distinct Entities
Very large
Organizing Structure
Multi-hub
Organizing Logic
Coherence
Operating Focus
System
Participation Loosely controlled
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A System?
System
Legally Distinct Entities
All stakeholders
Organizing Structure
Diffuse
Organizing Logic
Diverse self-direction
Operating Focus
Definitional
Participation External
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Network Types
Inter-Personal
Organization Inter-Org. Partnership
Inter-Org. Network
System
Legally Distinct Entities
Many One Small to Modest
Very large All stakeholders
Organizing Structure
Informal Hierarchical Hub and spoke
Multi-hub Diffuse
Organizing Logic
Personal Administering Managing
Coordination Coherence Diverse self-direction
Operating Focus
Relation-ships
Organization Task System Definitional
Partici-pation
Open Closed Highly controlled
Loosely controlled
External
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Table Discussion 5
What questions or insights arise for you about this way of thinking about networks?
What do you think are the qualities of networks that make them useful change agents?
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5. Communi-
cations
4.Change
andConflict
3. Measuring Impact
6.LearningSystems
7. Policy
and Advocacy
2. Network
Development
1.Leadership
8.Resource
Mobilization
Action
Legitimacy
Network Competencies
Table Discussion
How does this competencies model resonate with your own experience?
What competencies do you think you have greatest knowledge about? Share your thoughts about it!
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To a “Sustainable Governance World”
Political
SystemGovernment
EconomicSystem
Business
SocialSystem
Community-BasedOrganizations
Environmental System
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Table Discussion 6
Do you think this is really an important trend?
What do you see as impediments and supports for this type of world?
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