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


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




4.  Inter-organizational networks


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



3.  Inter-organizational networks


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


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


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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Meta Trend 2: From an Organization-Centric World


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To an Network-Centric World

CSO

CSO

CSO

Business

Business

Business

Gvt.

Gvt.

Gvt.

IGO IGO


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Meta Trend 3: From an Inter-national World


To a Global World


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


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?


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