Addressing Global Change Challenges Developing organizational innovation Steve Waddell Co-Lead Steward GAN-Net +1 (617) …making globalization work for all!

2 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

3 Introductions – 90 seconds each 1.Reflection 2.Name 3.Organization 4.What are you passionate about? 5.Why did you choose this workshop?

4 Behaviour Over Time Chart  Reference Behaviour Pattern  From events to patterns  Builds consensus on scale  A start to systems dynamics modeling

5 Example: CARE and “Poverty” in Guatemala Source: Interviews and workshop with 10 CARE employees January This helped us shift our focus, as a group.

6 You Assignment: Draw a BoT for “Sustainability” Sustainability: the possibility that humans and other life flourish on the Earth forever.

7 From an organizing perspective …what is needed to respond to this scale of challenge?

8 From a “Government World” National Governments Big Business Big Labor Social Contract Negotiations

9 To a “Governance World” Political System Government Economic System Business Social System Community-Based Organizations Natural Environment

10 From an Organization-Centric World Business SuppliersCustomers Investors Government Pressure Groups Communities Competitors Employees Business Associations

11 To an Issue/Opportunity-Centric World Issue/ Opportunity NGO Business Gvt.

12 From a Hierarchical World…to a Network World OrganizationPartnershipNetwork Number of Legally Distinct Dntities OneSmall to ModestVery large Organizing Structure HierarchicalSpoke and wheel Multi-hub Organizing Logic Administering/ Managing CoordinationCoherence Operating Focus OrganizationTaskSystem ParticipationClosedHighly controlled Loosely controlled

13 From an Inter-national World

To a Global World

From 1 st & 2 nd …to 3 rd Order Change First OrderSecond Order ChangeThird Order Change Desired Outcome “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

16 Global Action Networks (GANs): Possibly a critical innovation 1.Global 2.Focused on issues for the public good 3.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

17 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

18 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?

19 Societal Learning and Change Matrix SocietalPolitical Systems Economic Systems Social Systems SectoralThe State Sector The Market Sector The Social Sector Organiza- tional Government agencies BusinessesCommunity- based Orgs. IndividualMentally 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.

20 Suggested Principles 1.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 "Realising Global Change: Developing the Tools, Building the Infrastructure." Journal of Corporate Citizenship Special Issue. No. 26. Summer.

21 …making globalization work for all!