2012 Webinar: Global Action Networks


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In this webinar, Steve Waddell presents present GANs as emerging "meta-networks", catching in their webs literally all organizations in the world. Learn how you might work with them locally, regionally or globally to realize your goals. Steve has spent over a decade working with one strategy he calls Global Action Networks that is fast advancing from periphery to center, because of its promise to address seemingly intractible change challenges.

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2012 Webinar: Global Action Networks

  1. 1. Global Action Networks …creating our future togetherSteve Waddell - PhD, MBAAuthorswaddell@networkingaction.net
  2. 2. 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 - CorruptionSteve Waddell NetworkingAction/UITC 2
  3. 3. And Governments?§  Have a role in the solution, but not enough§  National interests dominate§  Create conventions, but implementation weak§  Lack resources§  Lack capacitySteve Waddell NetworkingAction/UITC 3
  4. 4. 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) Steve Waddell © swaddell@networkingaction.net 4
  5. 5. Seven Shared Characteristics1.  Global and multi-level2.  Diversity-embracing boundary spanners3.  Systemic change AgentsSteve Waddell © swaddell@networkingaction.net 5
  6. 6. GANs Work on TransformationType of Incremental Reform TransformationChangeType of Single Loop Double Loop Triple LoopLearningCore How can we do What rules shall we How do I make sense of this?Question more of the create? What is the purpose? same? What are my mental How do we know what is best? Are we doing models & things right assumptions?Purpose To improve To understand and To innovate and create performance change the system previously unimagined and its parts possibilitiesPower and Confirms existing Opens rules to Opens issue to creation of newrelation- rules. Preserves revision. Suspends ways of thinking and action.ships the established established power Promotes transformation of power structure relationships; relationships with whole-system and relationships promotes authentic awareness and identity; among actors in interactions; creates a promotes examining deep the system space for genuine structures that sustain the reform of the system system Steve Waddell © swaddell@networkingaction.net 6
  7. 7. Seven Shared Characteristics1.  Global and multi-level2.  Diversity-embracing boundary spanners3.  Systemic change Agents4.  Inter-organizational networksSteve Waddell © swaddell@networkingaction.net 7
  8. 8. GANs are Inter-Organizational Networks Inter- Organization Inter-Org. Inter-Org. System Personal Partnership NetworkLegally Many One Small to Very large AllDistinct Modest stakeholdersEntitiesOrganizing Informal Hierarchical Spoke and Multi-hub DiffuseStructure wheelOrganizing Personal Administering Coordination Coherence Diverse self-Logic Managing directionOperating Relation- Organization Task System DefinitionalFocus shipsParticipation Open Closed Highly Loosely External controlled controlled Steve Waddell © swaddell@networkingaction.net 8
  9. 9. Seven Shared Characteristics1.  Global and multi-level2.  Diversity-embracing boundary spanners3.  Inter-organizational networks4.  Systemic change Agents5.  Entrepreneurial action learning6.  Voluntary leaders7.  Global public goods producersSteve Waddell © swaddell@networkingaction.net 9
  10. 10. 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 & TuberculosisSteve Waddell © swaddell@networkingaction.net 10
  11. 11. Development Process Overview Individual Stage 2 Member ? ? GAN Stage 0 Stage 1 Individual Member Stage 2.5 Stage 4 Issue Regional Space Network Stage 3 Issue Space Inter-GAN Regional Network Issue SpaceSwaddell@networkingaction.net NetworkingAction www.networkingaction.net
  12. 12. 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 phaseSteve Waddell © swaddell@networkingaction.net 12
  13. 13. What’s the Future of GANs?Four trends support their development…Steve Waddell © swaddell@networkingaction.net 13
  14. 14. Meta Trend 1: From a Government World National Governments Social Contract Negotiations Big Labour Big BusinessSteve Waddell © swaddell@networkingaction.net 14
  15. 15. To a Sustainable Governance World Political Economic System System Government Business Environmental System Social System Community-Based OrganizationsSteve Waddell © swaddell@networkingaction.net 15
  16. 16. Meta Trend 2:From an Organization-Centric WorldSteve Waddell © swaddell@networkingaction.net 16
  17. 17. To an Network-Centric World Business CSO Gvt. IGO Gvt. IGO Business Business CSO CSO Gvt.Steve Waddell © swaddell@networkingaction.net 17
  18. 18. Meta Trend 3: From an Inter-national WorldSteve Waddell © swaddell@networkingaction.net 18
  19. 19. To a Global WorldSteve Waddell © swaddell@networkingaction.net 19
  20. 20. Meta Trend 4:Shifts in assumptions about theway the world worksFrom ToAddressing issues in parts Whole systems strategiesInter-national Multi-stakeholderAssuming nature Nurturing natureNegotiating solutions Envisioning solutionsEnforcement focus Collective values focusSteve Waddell © swaddell@networkingaction.net 20
  21. 21. Challenges to Success1.  Increasing competence2.  Realizing scale3.  Avoiding bureaucratization4.  Defining successful “business” models5.  Engaging government6.  Becoming glocal7.  Maintaining the cutting edge8.  Managing competition9.  Building accountability, reputation, legitimacySteve Waddell © swaddell@networkingaction.net 21
  22. 22. Emerging Clusters TI GAIN Stop GRI TB Finance? Global Global Compact Fund PRI GAVIEmerging Economic GAN Arena? Emerging Health GAN Arena? Countdown 2010 ILC CGIAR FSC Cttee on IUCN Food Security GLTN GWPEmerging Food/Ag GAN Arena? Emerging Enviro GAN Arena? Steve Waddell © 22 swaddell@networkingaction.net
  23. 23. 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