Steve Waddell - PhD, MBA Principal - Networking Action Network Competencies: Keys to success

Network Types Inter- Personal OrganizationInter-Org. Partnership Inter-Org. Network System Legally Distinct Entities ManyOneSmall to Modest Very largeAll stakeholders Organizing Structure InformalHierarchicalSpoke and wheel Multi-hubDiffuse Organizing Logic PersonalAdministering Managing CoordinationCoherenceDiverse self- direction Operating Focus Relation- ships OrganizationTaskSystemDefinitional Partici- pation OpenClosedHighly controlled Loosely controlled External Steve Waddell

Global Action Networks: A particular type of network 1.Global and multi-level 2.Diversity-embracing boundary-spanners 3.Inter-organizational networks 4.Systemic change agents 5.Entrepreneurial action learners 6.Global public goods producers 7.Voluntary leaders

Several dozen GANs—and growing… Fair Labor Association 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 Partnership for the Prevention of Armed Conflict International Centre for Trade and Sustainable Development IUCN Kimberly (Conflict Diamond) Process Marine Stewardship Council Microcredit Summit Campaign Social Accountability International Sustainable Food Lab Transparency International The Access Initiative (TAI)/ Partnership for Principle 10 Youth Employment Systems

Competencies  Knowledge (noun)  Skills (verb)  Attributes (adjective) …what is necessary for a GAN’s success?

Three Types of Competencies  Issue expertise (eg: forests, water)  Tools expertise (eg; certification, financing)  Process expertise (eg: community development, change) …what process expertise is necessary for a GAN’s success?

5. Communi- cations 4. Change and Conflict 3. Measuring Impact 6. Learning Systems 7. Policy and Advocacy 2. Network Development 1. Leadership 8. Resource Mobilization Action Legitimacy Global Action Network Competencies

1. Leadership McGonagill, G. and P. W. Pruyn (2010). Leadership Development in the U.S.: Principles and Patterns of Best Practice. Bertelsmann Stiftung Leadership Series. S. Vopel. Berlin, Germany, Bertelsmann Stiftung. Realizing coherent entrepreneurial activity at all levels

1. Leadership Realizing coherent entrepreneurial activity at all levels Top Skills  Connecting  Stewarding  Handling paradox and ambiguity Top Attributes  Systems Intelligent  Leaderful (Raelin)  Trustworthy  Entrepreneurial

2. Network Development Aligning effective strategies, patterns and structures

2. Network Development Aligning effective strategies, patterns and structures Top Skills  Systems thinking  Community organizing/ Network weaving  Strategizing  Empowering Top Attributes  Empathetic  Trustworthy  Visionary  Entrepreneurial

Providing continuous feedback to improve effectiveness and support 3. Measuring Impact Act Observe Reflect Plan Funders Assessment Participants Theories of Change, Action

Providing continuous feedback to improve effectiveness and support Top Skills  Measuring and evaluating  Action learning  Analyzing large, complex systems 3. Measuring Impact Top Attributes  Attentive to detail (but not meticulous)  Diversity embracing  Inquisitive  Theory-based

Developing complex change skillfully 4. Change and Conflict Type of Change IncrementalReformTransformation Type of Learning Single LoopDouble LoopTriple Loop Core Question How can we do more of the same? Are we doing things right What rules shall we create? What are my mental models & assumptions? How do I make sense of this? What is the purpose? How do we know what is best? PurposeTo improve performance To understand and change the system and its parts To innovate and create previously unimagined possibilities Power and relation- ships 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

Developing complex change skillfully Top Skills  Stewarding change processes  Systems thinking  Facilitating/Mediating/ negotiating/Visioning 4. Change and Conflict Top Attributes  Patient  Empathic  Open  Persistent

Creating robust glocal conversations and connections 5. Communi- cations Listen Google Technocrati RSS Radian Twitter Generate Buzz digg friendfeed SumbleUpon Engagement Backtype Twitter Social Content Blogger YouTube flickr iTunes Community Building LinkedIn facebook myspace Ning Static Website Reports Newsletters “Who we Are” Broadcast Media “Who we Are” What people should think/know Social Media Development Process (Source: Beth Kanter)

Creating robust glocal conversations and connections 5. Communi- cations Top Skills  Listening, writing, speaking, visualizing  Conversing  Creating community platforms Top Attributes  Creative  Open  Participatory  Empathetic

Transforming data to wisdom-in-action network-wide 6. Learning Systems World Learning Systems Learning Network Communities of Practice Learning Systems Knowledge Framework 1

Transforming data to wisdom-in-action network-wide 6. Learning Systems Projects Visits Conversation space Informal interactions Web/ Teleconference Face-to-face meetings Website Workshops Ecology of Learning Source: Snyder, W. M. and E. Wenger (2004). Our World as a Learning System: a Communities-of-Practice Approach. Creating a learning culture: strategy, technology, and practice. M. L. Conner and J. G. Clawson, The Press Syndicate of the University of Cambridge: Learning Systems Knowledge Framework 2

Transforming data to wisdom-in-action network-wide 6. Learning Systems Top Skills  Developing systems  Learning  Teaching  Connecting Top Attributes  Patient  Empathic  Clear  Wise

Generating tight connections between action and policy 7. Policy and Advocacy Source: Waddell, S. J. (2003). "Global Action Networks: Building global public policy systems of accountability." AccountAbility Quarterly 20:

Generating tight connections between action and policy 7. Policy and Advocacy Top Skills  Action learning  Developing policy  Connecting cross- sector Top Attributes  Legitimate  Authoritative  Persuasive

Growing commitment to global public goods 8. Resource Mobilization National Gvts Busi- ness Foun- dations NGOs IGOs Knowledge, connections Knowledge, connections, $$$ Knowledge, connections, $$ Knowledge, connections, $$$ GAN Global Public Goods, Influence, Services

Growing commitment to global public goods Top Skills  Developing business models  Translating needs into opportunities  Managing finances 8. Resource Mobilization Attributes  Persuasive  Transparent  Accountable

5. Communi- cations 4. Change and Conflict 3. Measuring Impact 6. Knowledge & Learning 7. Policy and Advocacy 2. Network Development 1. Leadership 8. Resource Mobilization Action Handlungskompetenz Global Action Network Competencies