Talk from Harald Katzmair @ D4R,  The Hub, Berkeley 4/12/2010
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Talk from Harald Katzmair @ D4R, The Hub, Berkeley 4/12/2010

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Talk from Harald Katzmair @ D4R, The Hub, Berkeley 4/12/2010 Presentation Transcript

  • 1. Resilience Thinking Networking Strategies for Building Adaptive Capacity Harald Katzmair (Founder and Director, FAS.research) 4/13/2010 © 2010 FAS.research, all rights reserved 1
  • 2.  FAS is a social Network Analytics & Strategies company. FAS maps key drivers and key influencers in markets, organizations, online ecosystems and develops strategies to leverage the power of networks for advocacy, campaigning, lobbying, marketing, key account management and social change. 4/13/2010 © 2010 FAS.research, all rights reserved 2
  • 3. 4/13/2010 3 © 2010 FAS.research, all rights reserved
  • 4. Resilience: Being robust, strong and upright 4/13/2010 © 2010 FAS.research, all rights reserved 4
  • 5. Resilience: Thriving where challenges are enormous 4/13/2010 © 2010 FAS.research, all rights reserved 5
  • 6. Thriving where cyclical destruction rules 4/13/2010 © 2010 FAS.research, all rights reserved 6
  • 7. Resilience Definitions  (Business) Life as a process of generative disruption and creative destruction.  Resilience defined as being able to deliver value under changing conditions.  Resilience defined as capacity to adapt to and shape change.  Resilience defined as capacity to operate, respond & react under critical conditions (stress and disturbances). 4/13/2010 © 2010 FAS.research, all rights reserved 7
  • 8. Resilience and Managing Uncertainty  If we are not certain about the future, let’s be prepared for a range of futures.  Build resilient networks as strategy to hedge uncertainties.  If the future is uncertain we have to redistribute the power to participate in the problem solving process. 4/13/2010 © 2010 FAS.research, all rights reserved 8
  • 9. Resilience as Capacity Building  Capacity is a power, a resource, a capital.  Capacity building requires a strategy to capitalize and re-capitalize people, communities and organizations to increase their potential to act and react (agency).  Capacity building has two currencies: resources (money) and stories (meaning and memory). 4/13/2010 © 2010 FAS.research, all rights reserved 9
  • 10. Sciences of Resilience  Positive Psychology  Systems Ecology  Material & Engineering Sciences  Complexity Theory  Network Theory 4/13/2010 © 2010 FAS.research, all rights reserved 10
  • 11. Understanding Networks Closure Network Brokerage Network Structural Fold Network 1 social circle Not overlapping social circles Multiple overlapping social linked through a Broker circles, Broker as “Hybrid”, as “Multiple Insider” 4/13/2010 © 2010 FAS.research, all rights reserved 11
  • 12. Understanding Ecological Resiliency Capacity to re-invent yourself! 4/13/2010 © 2010 FAS.research, all rights reserved 12
  • 13. Features of Complex Adaptive Systems  Life on the edge of challenge and opportunity (Kaufman’s “Edge of Chaos”)  Diversity  Modularity  Short feedback cycles  Self-organization  Openness 4/13/2010 © 2010 FAS.research, all rights reserved 13
  • 14. What blocks resiliency?  Lack of understanding  Lack of resources  Lack of willingness 4/13/2010 © 2010 FAS.research, all rights reserved 14
  • 15. Lack of willingness: The Case of Jordan 4/13/2010 © 2010 FAS.research, all rights reserved 15
  • 16. The Centralized Solution Strategy  Centralized, hierarchical disempowering social structures not set up for managing change.  Centralized solution strategies in the context of over-abstraction of aquifers have significantly failed so far, though still dominate the mindset of policy makers (the King, Allah, the Americans, they will fix it)  Water is not regarded as a commons, nobody owns the problem = no participation (supportive environment for fraud and corruption) 4/13/2010 © 2010 FAS.research, all rights reserved 16
  • 17. Centralization as Fallacy of Power  Centralized Mindset = one attractor, one idea, one drug, one focus, one solution, one operating system.  Jordan is a symbol, it’s everywhere where we try to solve “wicked problems” with a centralized mindset.  If the solution is uncertain, we rather have to redistribute the power to participate in the problem solving process, to hedge the risks of not knowing. 4/13/2010 © 2010 FAS.research, all rights reserved 17
  • 18. What can we learn from Design Thinking to improve the governance process? 4/13/2010 © 2010 FAS.research, all rights reserved 18
  • 19. Design Thinking Cycle (by George Kembel)  Empathy: Understand and observe latent needs.  Framing: Define the problem you want to solve.  Ideating: Brainstorm alternatives to solve the problem.  Prototyping: Build low resolution prototypes.  Testing: Test among the group you studied latent needs. 4/13/2010 19 © 2010 FAS.research, all rights reserved
  • 20. Design Thinking  We don’t want to discover the only one “best solution” but the best “good enough solution” given the fact that we don’t know everything, information is wrong and incomplete and constantly evolving.  Robust decision making: “satisfying” and not “optimizing” as attitude to assess goal functions  Resilience: A change in the mindset, a change in the process to discover solutions (a social innovation, not a technical solution) 4/13/2010 20 © 2010 FAS.research, all rights reserved
  • 21. Adaptive Co-Management Cycle as Governance Implementation of Design Thinking Principles Observations Policy Alternatives Explanations Evidence 4/13/2010 © 2010 FAS.research, all rights reserved 21
  • 22. 10 Principles of Adaptive Management 1. Create frame and story to envisioning a common future 2. Create open arena to share experiences and observations 3. Share models and explanations of reasons and causality 4. Develop portfolio of policy alternatives 5. Offer arena and marketplace for ideas and pilot projects 6. Participation of funders, sponsors, donors, enablers 7. Discuss outcome (evidence) of pilot projects 8. Diffuse success stories 9. Monitor implemented developments 10. Communicate progress and outcome 4/13/2010 © 2010 FAS.research, all rights reserved 22
  • 23. Stakeholder Mapping for Stakeholder Dialog 4/13/2010 © 2010 FAS.research, all rights reserved 23
  • 24. Applied FAS Technologies and Tools  Evidence based Influencer Mapping (EIM)®  Participatory Impact Analysis (PIA) ®  Participatory Resilience Assessment (PRA)® 4/13/2010 © 2010 FAS.research, all rights reserved 24
  • 25. Jordan Stakeholder Map (anonymized) 4/13/2010 © 2010 FAS.research, all rights reserved 25
  • 26. Types of Influencers  Cross Boundary Influencers: Influencers linking different (ethnic) groups.  Cross Scale Influencers: Influencers linking different levels of time and space: community level, village level, market level, clan level, state level.  Cross Role Influencers: Influencers linking innovators, networkers, leaders, facilitators, implementers, sense makers, investors, incubators, bureaucrats, entrepreneurs etc. 4/13/2010 © 2010 FAS.research, all rights reserved 26
  • 27. Stakeholder Dialog 4/13/2010 © 2010 FAS.research, all rights reserved 27
  • 28. 7 Dialog Domains 1. Change the Crop Pattern 2. Improve the Land Management Pattern 3. Improve Use of Efficient Irrigation 4. Increase Use of Treated Waste Water 5. Improve Exchange of Experience among Farmers 6. Diversify Income Sources or Leave Agriculture 7. Resolve Use of Illegal Wells and Land 4/13/2010 © 2010 FAS.research, all rights reserved 28
  • 29. Summary 1. Resilience perceived as a social innovation, a way to hedge the risks of not knowing through cross scale and cross boundary collaboration in networks. 2. Building up adaptive and responsive capacity requires a Network Map and a Networking Strategy to identify and bring together Key Influencers embedded in Structural Fold Networks (intersection zones between different types of institutions, knowledge and social memory) 3. Strategies for building up adaptive capacity can learn from tools and work styles established in design and engineering (observing, framing, ideating, prototyping, testing, robust decision making) 4/13/2010 © 2010 FAS.research, all rights reserved 29
  • 30. The D4R Movement  From San Francisco to Vienna!  From Jordan to Yemen!  From Hub Berkeley to…. ? 4/13/2010 © 2010 FAS.research, all rights reserved 30
  • 31. Contact mailto: harald.katzmair@fas.at www.fas-research.com Harald Katzmair, PhD (Founder and Director) 4/13/2010 © 2010 FAS.research, all rights reserved 31
  • 32. Resilience Thinking Thank you for your Attention! Harald Katzmair (Founder and CEO, FAS.research) 4/13/2010 © 2010 FAS.research, all rights reserved 32