Steve Waddell - PhD, MBA Principal - Networking Action www.networkingaction.net swaddell@networkingaction.net Global Action Networks: The Development Process
Several dozen GANs and growing Climate Group Extractive Industries Transparency Initiative 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 Marine Stewardship Council Microcredit Summit Campaign Provention Social Accountability International Sustainable Food Lab Transparency International The Access Initiative (TAI)/ Partnership for Principle 10 Youth Employment Systems 2
Some Network Types Legally Distinct Entities Organizing Structure Organizing Logic Operating Focus Relationships Inter- Personal Many Informal Personal Organization One Hierarchical Administering Managing Inter-Org. Partnership Small to Modest Spoke and wheel Coordination Participation Open Closed Highly controlled Inter-Org. Network Very large Multi-hub Coherence Organization Task System Loosely controlled System All stakeholders Diffuse Diverse selfdirection Definitional External
Issue Space Development Process Overview Stage 0 Issue Space Stage 1 Issue Space Inter-GAN Regional Network Stage 4 Stage 3 Stage 2.5 Individual Member GAN Regional Network Stage 2 Individual Member
Three development dynamics
Key development dynamic 1: Community organizing Building Shared identity Shared understanding Interactions Inter-dependence Collective action coherence, alignment = = = = = = =
Key development activity 2: Realizing change 1. Ground School Preparation for Journey 2. Organization visits Precise observation 3. Scenario Thinking Tuning into emerging patterns co-sensing 2000 J. Jaworski, C.O. Scharmer, Generon Consulting --reacting-- --redesigning-- --reframing-- --presencing-- 4. Retreat Go to the place of stillness (Source of creativityand Self) co-inspiring 7. Venture commitee Presenting venture proposals 6. Prototyping Fast cycle experimentation 5. Strategy Forum Option generation, Dialogue Forum co-creating The Presencing Cycle (Scharmer et. al.)
Key development dynamic 3: Action Learning Experienced-Based Learning Cycle Act (Kolb, David A.) Observe Plan Reflect
Stage 1 - Exploration Key Questions Activities What is the issue Consultations What is the vision Stakeholder identification Who should we convene Mapping How do we convene Convening Who will finance the Visioning exploration
Stage 1 to Stage 2 Challenges Maybe too early in issue development Stakeholders not ready to talk May have too weak of sponsorship Insufficient legitimacy
Stage 2 - Initiation Key Questions What is holding us back from realizing Defining the problem. the vision Piloting technical solutions. What are possible technical Creating initial network responses piloting structures. What are stakeholders roles in the responses What outcomes would individual stakeholders value Who/what is a member Who will finance Initiation Activities
Stage 2 - Initiating Options Type 1: New entity FSC, FLA, GWP, Climate Group Type 2: Program Microcredit Summit, GRI, GKP Type 3: GAN Spin-Off EITI
Stage 2 to Stage 3 Individual Member GAN
Stage 3 - Expansion Key Questions Activities How do we bring in new Broadening application of participants the physical technology How do we manage global diversity How do we create robust subglobal structures How do we balance going deep and going wide What is the finance strategy solutions. Deepening understanding of the social technology challenges. Increasing membership. Decentralizing structure. Individual Member GAN
Stage 2 to Stage 3 Challenges Leadership renewal Insufficiently tight issue definition Too loose issue definition Can t agree upon a tool Insufficiently unique issue definition Can t raise funds Too narrow participation To generate innovation To be legitimate
Stage 3 to Stage 3.5 Individual Member GAN Regional Network Individual Member
Stage 4 - Realizing the Potential Issue Space Issue Space Issue Space Inter-GAN Regional Network
Stage 4 - Realizing the Potential Key Questions How do we create robust inter-node Spinning off new entities relationships Mainstreaming issue with How do we change the culture globally to support our vision How can we enhance legitimacy, accountability, transparency How can we provide value at a massive scale How do we manage the tipping point What is the finance strategy Activities other organizations Increasing number of network nodes Broadening to grassroots
Stage 3 to 4 Challenges Renewing leadership Holding on to core tool as identity Can not get economic model right Happy where they are
Challenges to Stage 4 Government difficulty in participating as an equal Bureaucratization Unbalanced stakeholder development Globally Within a GAN Issue parochialism Inability to build the core competencies
The GAN Competencies 7. Policy and Advocacy 8. Resource Mobilization 6. Knowledge & Learning 1. Leadership Action Handlungskompetenz 5. Communications 2. Systems Thinking 4. Generative Change 3. Measuring Impact
1.0 Initial definition of the problem or issue. The landscape is mapped and key stakeholders gather together to envision possible new futures. 4.5 GANs in multiple issue areas move towards more advanced stages of development. Issue areas begin to overlap and robust connections between GANs forms. Enduring social trust increases and legitimacy and value is enhanced. Development Process Overview Issue Space 2.0 Initial problem definition refined, and a small group of stakeholders begin to identify potential solutions piloting them with on the ground partners. Usually stakeholder representatives form the organizing group. Common activities are managed technically as a project of an organization or split between participants. Collective experiments to address the focal issue begin. Issue Space Issue Space Inter-GAN Regional Network Regional Network Individual Member GAN Individual Member 3.0 At least one core common activity has emerged from the experiments. Interaction between stakeholders grows as does the number of stakeholders. A central coordinating entity takes on a distinct identity and a hub-and-spoke structure with a Secretariat emerges. 3.5 Interactions increase between subgroups (often Regions) and the focus shifts toward that level. The network decentralizes in structure and activities. 4.0 A decentralized structure is formalized. Sub networks expand. The Secretariat becomes simply a global node working on the issue at the global level.