Past events
June
16, 2010 Three Types of Change and Their Strategic Implications
Description: We are swimming in a world of “change”. But not all change is the same, and very often the wrong strategies and tools are applied to a change challenge. The result? Lots of frustration, wasted energy and disillusion about our capacity to realize change. We explored differences between three different types of change (incremental, reform and transformation) and their strategic implications. This webinar builds on a June 2 blog that you can see here.
Some questions we addressed:
- Do you find the distinctions reflect your experiences?
- How might you improve the distinctions?
- How does your work relate to transforming, reforming or incremental change?
- What kind of change processes are most challenging to you?
- What are strategic implications?
-
What sorts of tools and methodologies do you find useful for
different types of change?
Steve Waddell, Principal – NetworkingAction
Philip Thomas, Founder/Principal, D3 Associates
Jouwert van Geene, Specialist
Multi-Stakeholder Processes and Institutional
Change, Centre for Development Innovation
March
31, 2010: Core Comptencies for Change Networks
Link to Recording Link to Slides
Description: Networks' success depends upon developing "competencies" or skills summarized in the diagram. Although these competencies are similar for non-network strategies, networks require approaches that differ significantly from traditional organizations. Realizing these differences is absolutely critical.
Some Discussion Questions:
1. How do these competencies differ from ones for non-network organizations
2. Doesn’t the importance of the competency depend upon a network’s strategy?
3. How can these competencies be developed?
Presenter: Steve Waddell, Principal
– NetworkingAction
March
17, 2010: Comparative Mapping Methods
Link to Recording Link to Slide Deck
Description: Realizing
change is particularly difficult if you cannot clearly see the “system”
that
currently exists. Descriptions of systems traditionally has meant many
pages of writing that is often difficult to consume and leaves readers
uncertain whether they have understood the same thing. New mapping
technologies using arrows and nodes to represent relationships between
people,
organizations, or concepts are wonderful tools to cut through confusion
and
clarify key strategic leverage points. This includes social network
analysis, value network analysis, and strategic clarity analysis.
Presenter: Steve Waddell, Principal
– NetworkingAction
Link to Recording Link to Slide Deck
Description: The development processes of
multi-stakeholders strategies are very different from those of new
businesses, NGOs, and government agencies. They can be characterized as
involving four steps: initiation, experimentation, infrastructure
development, and realizing the potential. Each stage has specific
challenges that must be addressed to build firmly the following stage.
Understanding these stages will help you initiate a multi-stakeholder
process,
or analyze one to understand development gaps and how to advance. This
webinar draws from recent interviews with leaders of Transparency
International, Global Reporting Initiative, the Global Compact and Fair
Labor Association.
Presenter: Steve Waddell, Principal
– NetworkingAction
February 17, 2010: Re-Envisioning a Network's Strategy: A case study
Link to Slide DeckDescription:The Access Initiative is the world’s largest network of civil society organizations working to ensure that people have the right and ability to influence decisions about the natural resources that sustain their communities. After a decade, they undertook a re-envisioning process to review and redefine the network's approach, strategy, and governance. Just how does such a network go about this process? This webinar looks at this process of renewal that featured a "dialogic" strategy.
Presenters:
§ Bettye
Pruitt, Project Coordinator – The Generative Change Community
§ Lalanath de Silva, Director - The Access Initiative
December 16, 2009 Topic: Creating Coherence: Four Global Action Network Cases
Link to Slide DeckDescription:Global Action Networks (GANs – global
multi-stakeholder change networks) represent a strategy that became
increasingly popular in the 1990s as an innovative way to address global
issues. Pieter Glasbergen has been
looking at a number of them, to deepen understanding about their potential in
global public problem-solving. In
particular, he has been asking questions about their ability to stimulate
collective action amongst diverse organizations. He has focused
upon the International Federation of Organic Agriculture Movements (IFOAM), the
Fair Labor Association (FLA), the Critical Ecosystem Partnership Fund (CEPF),
and the Global Partnership for the Prevention of Armed Conflict (GPPAC).
Presenter: Pieter Glasbergen, Professor of Environmental Studies and Policy, Copernicus Institute – University of Utrecht
November 18, 2010: Systemic strategy planning with Youth Employment Systems
Description: Youth
Employment Systems (YES) and the Institute for Strategic Clarity
undertook a strategic planning process for Latin America using the Managing
from Clarity framework. The framework works with multiple stakeholders to
build an integrated understanding of the network’s goals, resources, actions,
structure and people through a visual mapping process. This project was particularly
interesting because it explored the boundaries of the framework by connecting
with network participants virtually, and because it produced twelve country
maps and one integrated regional map that allowed for comparison of strategies
(YES is organized along national boundaries) and collective learning.
Presenters:
§ Jim Ritchie-Dunham, President – Institute for Strategic Clarity
October 21, 2009 Major Network Change: The Global Knowledge Partnership
Link to Webinar Recording Link to Slide Deck
Description: This webinar looks at the actual process for moving the Global Knowledge Partnership (GKP) from “version 2.0” to “version 3.0”. It reviews events, decisions, and processes from the decision by the GKP Executive Committee (ExComm – the Board of GKP) in September, 2008 to dramatically change GKP, to its reformulation in August 2009 with a totally new Board and structure, and a significantly altered vision. GKP 2.0 was characterized as having a centralized secretariat; GKP 3.0 is designed as a dispersed network. In both cases, the Vision is:
A world of equal opportunities for all people to have access to and use knowledge and information to improve their lives.
Presenters:
§ Michael Roberts, GKP Task Force Lead, Groupsia International
§ Steve Waddell, Principal – Networking Action