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.
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.
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.
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.
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.
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
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.
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.
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.