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2012 Webinar: Global Action Networks
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Transcript of 2012 Webinar: Global Action Networks
Steve Waddell - PhD, MBA Author [email protected]
Global Action Networks
…creating our future together
The Situation § Challenges increasing require supra-
national responses § Health issues - water, zoonoses, AIDS § Inequalities in the world - North / South § Environmental issues - climate change § Economic issues - the financial crisis § Peace – Darfur § Social Issues - Corruption
NetworkingAction/UITC 2 Steve Waddell
And Governments?
§ Have a role in the solution, but not enough § National interests dominate § Create conventions, but implementation
weak § Lack resources § Lack capacity
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Several dozen GANs—and growing… • Climate Group • Extractive Industries Transparency Initiative • Fair Labor Association • Forest Stewardship Council • 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 Land Coalition • IUCN • Marine Stewardship Council • Microcredit Summit Campaign • Principles for Responsible Investment • Social Accountability International • Sustainable Food Lab • Transparency International • The Access Initiative (TAI) • Youth Environment and Sustainability (YES)
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Seven Shared Characteristics 1. Global and multi-level 2. Diversity-embracing boundary spanners
3. Systemic change Agents
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GANs Work on Transformation Type of Change
Incremental Reform Transformation
Type of Learning Single Loop Double Loop Triple 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?
Purpose To 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
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Seven Shared Characteristics 1. Global and multi-level 2. Diversity-embracing boundary spanners
3. Systemic change Agents
4. Inter-organizational networks
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GANs are Inter-Organizational Networks
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 Spoke and wheel
Multi-hub Diffuse
Organizing Logic
Personal AdministeringManaging
Coordination Coherence Diverse self-direction
Operating Focus
Relation-ships
Organization Task System Definitional
Participation Open Closed Highly controlled
Loosely controlled
External
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Seven Shared Characteristics 1. Global and multi-level 2. Diversity-embracing boundary spanners
3. Inter-organizational networks
4. Systemic change Agents
5. Entrepreneurial action learning
6. Voluntary leaders
7. Global public goods producers [email protected] Steve Waddell © 9
What GANs Do
1. System organizing e.g.: Transparency International 2. Shared visioning e.g.: Microcredit Summit Campaign
3. Measuring/certifying e.g.: Forest Stewardship Council 4. Advocating e.g.: The Access Initiative 5. Learning, development e.g.: CGIAR 6. Financing e.g.: Global Fund to Fight AIDS, Malaria & Tuberculosis
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NetworkingAction www.networkingaction.net [email protected]
Development Process Overview
GAN
Individual Member
Individual Member
Regional Network
?
?
Issue Space
Inter-GAN Regional Network
Issue Space
Issue Space
Stage 0 Stage 1
Stage 2
Stage 2.5
Stage 3
Stage 4
GANs are
§ A post-cold war phenomenon § Still in early stage development
§ Comparable to the pre-railroad corporate form § Comparable to pre-welfare state government § Comparable to mutual aid/religious civil society
phase
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What’s the Future of GANs?
Four trends support their development…
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Meta Trend 1: From a “Government World”
National Governments
Big Business Big Labour
Social Contract
Negotiations
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To a “Sustainable Governance World”
Political System
Government
Economic System
Business
Social System
Community-Based Organizations
Environmental System
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To an Network-Centric World
CSO
CSO
CSO
Business
Business
Business
Gvt.
Gvt.
Gvt.
IGO IGO
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To a Global World
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Meta Trend 4: Shifts in assumptions about the way the world works From To Addressing issues in parts Whole systems strategies Inter-national Multi-stakeholder Assuming nature Nurturing nature Negotiating solutions Envisioning solutions Enforcement focus Collective values focus
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Challenges to Success 1. Increasing competence 2. Realizing scale 3. Avoiding bureaucratization 4. Defining successful “business” models 5. Engaging government 6. Becoming glocal 7. Maintaining the cutting edge 8. Managing competition 9. Building accountability, reputation,
legitimacy [email protected] Steve Waddell © 21
Emerging Clusters
PRI
Global Compact
GRI
TI
Emerging Economic GAN Arena?
GAVI
Global Fund
Stop TB
GAIN
Emerging Health GAN Arena?
GLTN
Cttee on Food
Security
CGIAR
ILC
Emerging Food/Ag GAN Arena?
GWP
IUCN
FSC
Countdown 2010
Emerging Enviro GAN Arena?
Finance?
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In summary: § GANs hold promise for the 21st century
§ Participation: robust local-global exchanges § Sustainability: mobilizing multi-stakeholder resources § Change: supporting transformation § Scale: providing “glocal” strategies § Speed: disseminating virally across divides
Steve Waddell