Areas of Expertise

Workshops, coaching, research, consulting

Some topics for talks and workshops are listed below. These topics also describe particular areas where I can provide coaching (group or one-on-one) and indicate my research/consulting areas of expertise. This can be virtual or in-person. For all of these, I draw from my own extensive research as well as that of others to provide the most current knowledge and approaches. My preference is for an action-learning approach which integrates provision of knowledge with practical application.

1 ) Leadership in Networks

Projected learning outcome: Understanding of network leadership in contrast to other leadership approaches

Key frameworks: Network leadership

Drawing from my role as founder of the Boston College executive management program Leadership for Change and my work with Global Action Networks and their leaders, I present a leadership approach for networks. People will learn practical ways to shift their behavior to become more leaderful change agents.

2 ) The Change Fundamentals

Projected learning outcome: Ability to distinguish between different types of change

Key frameworks: Three orders of change

When people say “we need change”, what exactly do they mean? Any successful change strategy should understand that there are three different “orders” of change: first order means “scaling up” and doing more of the same, second order means “reform” and rewriting the rules of the game, and third order involves re-visioning of our relationships and how we can be together. Different orders requires different tools and strategies, and understanding their interactions.

3 ) Global Action Networks (GANs) as Global Change Agents

Projected learning outcome: Ability to incorporate key elements and dynamics of GANs into strategies

Key frameworks: Global Action Networks (GANs); inter-organizational networks; development stages

Some think of a reformed UN as being the way to address critical global issues; another option is being developed through GANs. These are multi-stakeholder change networks that are organized around specific issues. These are an "organizational innovation" taking a lead in developing complex networks. They include EcoAgriculture Partners, Transparency International (corruption), the Forest Stewardship Council, Youth Employment Systems, the Global Fund to Fight AIDS, Tuberculosis and Malaria, and the Microcredit Summit Campaign. This workshop will tell their story of development, key concepts they share, and their promise to address critical global issues.

4 ) Systems Change Strategies for Civil Society

Projected learning outcomes: Ability to strengthen civil society change strategies

Key frameworks: CSO change strategy matrix

Civil society can be helpfully seen as having four strategies to realize change goals: outsiders forcing change, co-optation, collaborators, and innovators. Understanding the distinctions, interactions, strengths and weaknesses of these strategies can lead to greater effectiveness.

5 ) Visualizing Complexity to Realize Change

Projected learning outcomes: Ability to identify the appropriate mapping methodology for specific tasks

Key frameworks: Comparative mapping analysis

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

6 ) Development of Multi-Stakeholder Strategies for Change

Projected learning outcomes: Ability to identify key actions to make a particular development stage successful

Key frameworks: Development stages of multi-stakeholder networks

The development processes of multi-stakeholders strategies are very different from the beginnings 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.

7 ) Creating Learning Societies for Change

Projected learning outcomes: Ability to initiate a societal learning analysis

Key frameworks: Societal learning and change matrix

The concept of “societal learning” builds upon the concepts of individual and organizational learning. Learning societies are responsive to learning in social-economic-environmental life, and can reflect the changes in the way individual and organizational lives. This process is referred to as “societal learning”. It was demonstrated in ending apartheid in South Africa and development of welfare states. With new understanding about societal learning dynamics, the change process can be expedited.

8 ) Developing Ecologies of Learning

Projected learning outcomes: Ability to approach learning holistically

Key frameworks: Ecology of learning

To realize the scale and speed of change necessary to respond to pressing issues and increase happiness requires rethinking our learning and education strategies. The concept of "ecology of learning" can be helpful in getting out of our institutional boxes and also to effectively integrate new technologies into learning. These ecologies can be important for an organization, network or change effort.

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