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NetworkingAction Intelligence

A guest blog by Jim Ritchie-Dunham, President of the Institute for Strategic Clarity.

Need for much better outcomes

The bells are ringing for greater efficiency, effectiveness, and innovation around how humanity begins to address seemingly insurmountable issues at the global and local levels.  The bells are ringing everywhere, calling for new responses, and some people are starting to respond to the calling.  These people are responding to issues of corruption, water quality, renewable energy, financial reform, pollution, armed conflict, poverty, slavery, and the list goes on.  Some of these responses are getting far more done with much less resource (efficiency), moving the dial in a positive direction on really difficult issues (effectiveness), in very creative, previously untried ways (innovation).  The bells are ringing because many people now realize the urgency of these challenges, and that a different response is needed to address them.

Networking action

One of the most successful responses to emerge in the past twenty years is networked action.  A network, as I use the term here, is a social structure of reciprocal ties of communication and exchange among the individuals and organizations in the network.[i]  Many very successful efforts to deal with these complex issues have taken on this network form, such as many networks my colleague Steve Waddell and I have worked with directly, like Transparency International, Forest Stewardship Council, International Bridges to Justice, Global Reporting Initiative, Youth Employment and Sustainability, and the Marine Stewardship Council.  These networks have learned how to take action on global issues on a “glocal” basis: global policy setting and local action, on a massive basis.  Through this form, these networks are impacting the policies, structures, and behaviors of millions of people in over one hundred countries, on the ground every day, in very efficient, effective, and innovative ways.[ii]

Intelligence

Many of us in the large-scale, social-change arena want to learn and apply what these groups are learning from them and with them.  This ability to learn and apply is also called “intelligence,” which is defined as the ability to acquire and apply knowledge and skills.  A vast amount of research in the past one hundred years has shown that intelligence correlates with results.  This intelligence research has shown that there are multiple forms of intelligence, including linguistic, logical-mathematical, musical, bodily-kinesthetic, spatial, spiritual, emotional, and social.[iii]  This research has also shown that these intelligences are both individual and collective.  An individual has cognitive and emotional intelligences, for example, and so does the group.

To be an intelligence, multiple-intelligences expert Howard Gardner suggests a few useful criteria: evolutionary history and plausibility; identifiable core set of operations; susceptibility to encoding in a symbol system; a distinct developmental history with a set of expert “end-state; the existence of exceptionally examples; and demonstrable results.[iv]  To further our learning from and with those who are particularly gifted at the networking action that is transforming our ability to deal with complex social issue, “Is it possible to develop the criteria for an intelligence around networking action?”

Networking action intelligence

Combining intelligence and networking action, I define “Networking Action Intelligence” (NAI) as the ability to acquire and adapt knowledge and skills about acting in networks.  Over the past two decades, my colleague Steve Waddell has worked closely with over 80 of these global action networks to identify their successful innovations and foster their own learning about how to improve within and across these networks.  In over one hundred case studies, commissioned reports, journal articles, book chapters, and two books, Steve has identified and validated eight core competencies that distinguish exceptional networking action, as well as a pathway for developing them.  These competencies are the components of Networking Action Intelligence: (1) leadership; (2) network development; (3) measuring impact; (4) conflict and change; (5) communications; (6) learning systems; (7) policy and advocacy; and (8) resource mobilization.[v]

These components of NAI describe the individual and collective capacity to: realize coherent entrepreneurial capacity at all levels of the network (leadership); align effective strategies, patterns, and structures (network development); provide continuous feedback to improve effectiveness and support (measuring impact); develop complex change skillfully (conflict and change); create robust glocal conversations and connections (communications); transform data to wisdom-in-action network-wide (learning systems); generate tight connections between policy and action (policy and advocacy); and grow commitment to global public goods (resource mobilization).  With higher levels of these competencies (higher NAI) comes the increased ability to address globally complex issues at the massively local level through networking action.

What NAI gives us

NAI focuses attention on the development of the core competencies needed to achieve exceptional results on complex glocal issues.  More NAI is better, for learning how to use networking action glocally.  NAI also shows us where the exceptional examples of NAI reside, so that we can learn from and with them.  NAI also delineates what core competencies to develop to increase individual and collective NAI.  Finally, NAI lets us test whether higher NAI actually leads to more desirable outcomes.  Fortunately, much has this work has already been done.  Now it is time to increase the Networking Action Intelligence in leaders around the world.


[i] See Powell, Walter W. (1990). Neither Market Nor Hierarchy: Network Forms of Organization. Research in Organizational Behavior, 12, 295-336.

[ii] For over twenty years, Steve has documented the networking action innovations emerging around the world in dozens of academic and practitioner journal articles, book chapters, reports, and two books: Waddell, S. (2005). Societal Learning and Change: How Governments, Business and Civil Society Are Creating Solutions to Complex Multi-Stakeholder Problems Sheffield, UK: Greenleaf Publishing, and Waddell, S. (2011). Global Action Networks: Creating Our Future Together. New York: Palgrave Macmillan.  To access the studies, visit networkingaction.net.

[iii] For rigorous research on multiple intelligences, see Gardner, H. (1993). Frames of Mind: The Theory of Multiple Intelligences (Tenth-Anniversary ed.). New York: BasicBooks; Gardner, H. (1999). Intelligence Reframed:  Multiple Intelligences for the 21st Century. New York: BasicBooks; and Gardner, H. (2006). Five Minds for the Future. Boston: Harvard Business School Press.  Authors like Daniel Goleman have popularized specific intelligences, such as emotional and ecological intelligence Goleman, D. (1995). Emotional Intelligence. New York: Bantam; Goleman, D. (1998). What Makes a Leader? Harvard Business Review, 76(6), 93-102; and Goleman, D. (2010). Ecological Intelligence. New York: Broadway Books.

[iv] Gardner explains how he developed these criteria and others, and what they mean in Gardner, H. (1999). Intelligence Reframed:  Multiple Intelligences for the 21st Century. New York: BasicBooks, pp. 35-41.

[v] Steve develops the criteria for and provides ample examples of each competence in Waddell, S. (2011). Global Action Networks: Creating Our Future Together. New York: Palgrave Macmillan.

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Call for Papers: Large Systems Change, Transformations and Transitions and Transition: An emerging field

NOTE:  THERE IS A VERY TIGHT PRODUCTION SCHEDULE.

This issue is being developed by the GOLDEN Ecosystems Lab Paper Group.

Lead Editor:  Steve Waddell, Lead Steward – GOLDEN Ecosystems Labs; Principal – NetworkingAction, USA

  • Sarah Cornell, Planetary Boundaries Coordinator – Stockholm Resilience Centre, Sweden
  • Domenico Dentoni, Assistant Professor – Agribusiness Management and Strategy, Wageningen University, The Netherlands
  • Malcolm McIntosh, Asia Pacific Centre for Sustainable Enterprise, Griffith University, Queensland, Australia
  • Milla Mclachlan, Frmr.Director – Research and Information Division of Human Nutrition, Faculty of Health Sciences, Stellenbosch University and Director – Southern Africa Food Lab, South Africa
  • Greta Meszoely, Director – Center for Business Complexity and Global Leadership – Suffolk University, USA
  • Sandra Waddock, Galligan Chair of Strategy, Carroll School Scholar of Corporate Responsibility, and Professor of Management – Carroll School of Management at Boston College, USA

The Topic

There is a new field of knowledge and practice emerging with various names, such as large or whole systems change, transitions management, transformation science, and earth systems governance. It is arising as our conventional theoretical frameworks and planning and management approaches fail to inspire and inform change to the degree necessary to tackle twenty-first century problems. Unprecedented technological developments and increases in connectivity, which give us ‘big data’ and vastly enhanced opportunities for global collaboration must be matched by robust theoretical frameworks and social technologies if human and earth systems are to flourish.  The task is urgent, as societies roar through dangerous carbon emission levels and witness unprecedented bio-diversity loss, communities live with pernicious rates of poverty, food insecurity and inequality, and experience continuing civil unrest, terrorism and war.  That change is possible and is seen where communities and societies are overcoming poverty, firms and governments are shedding the yoke of corruption, and people are living longer, healthier, more hopeful lives.

As these cases show, there is increasing knowledge about how to address complex issues, yet much greater knowledge and capacity is needed, if we are to successfully make the necessary transitions for  a thriving future for all.  We use the phrase large system change (LSC) to mean the transformation or fundamental reframing of human systems involving multiple interrelated and connected organizations, institutions, norms, and behaviors at individual, organizational, societal, and global levels.  We use the term ‘system’ to mean interacting and connected, interdependent entities, i.e., institutions, that comprise a complex network—or what Koestler (1968) called holons (wholes consisting of other ‘wholes’ as their parts).  In this special issue we look to advance this field by further describing it and identifying state-of-the-art knowledge and practice of LSC.  This call for papers seeks conceptual, empirical, and case-based papers that contribute to building our collective understanding of LSC, including what it is, when and how it is useful, , when and how it is harmful, what approaches work (or do not work), what types of issues are best addressed through LSC efforts, and related topics.

Contributions

We invite submissions that draw from the broad range of relevant traditions including: socio-economic development, business in society, management, learning and assessment, health and education, peace-making and conflict management, spiritual and individual growth, cultural, and psychological, earth system governance, systems dynamics, strategy, change management, sociology, law, political science and related areas. Illustrative topics include, but are not limited to:

  • Analysis and approaches to LSC addressing significant challenges such as power, scale, entrenched opposition, inequity, poverty, resilience and sustainability or topical challenges in fields such as food and agriculture, energy, social protection, health, urbanization, climate change, economic development, jobs, and others.
  • LSC theory, conceptualization, and frameworks
  • Methodologies, approaches, and tools for effective LSC
  • Scaling LSC
  • Cases analyzing LSC approaches

Contributions of 4,000 – 6,000 words should be submitted for double-blind review.

Schedule

This special issue will be the June, 2015 issue of the Journal of Corporate Citizenship.  Key dates are

  • April 1:  Deadline for submission of max. 500-word abstracts (optional) to Steve Waddell swaddell@networkingaction.net  NOTE:  responses to abstracts will be sent within one week of their receipt
  • April 7:  Latest response to abstracts
  • June 30, 2014:  Deadline for submission of full papers via the online submission form.
  • November 1, 2014:  Second/final draft due.  :  Submission of revisions, if requested.
  • Jan. 20, 2015: All revised papers due.

JCC is published in print and online formats. It is also included as part of the Sustainable Organization Library (www.gseresearch.com/sol).

Contact Details:

For more information, or to discuss ideas or submit an abstract, contact Steve Waddell:  swaddell@networkingaction.net

Guidelines for contributions available on this site or contact

Jayney Bown
Greenleaf Publishing
Aizlewood Business Centre
Aizlewood’s Mill
Sheffield S3 8GG
UK
Tel: +44 (0)114 282 3475
Fax: +44 (0)114 282 3476
jayney.bown@greenleaf-publishing.com

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The Many Sources of Transformation and Large Systems Change Knowledge

This is a webinar recording drawing from work with a World Bank project to create a framework for describing large systems change knowledge.  I draw from streams of practice and study arising from four historic focii:  (1) business and sustainable enterprise, (2) peace and conflict resolution, (3) natural environment, (4) social-economic development, (5) spiritual-psychological, (6) learning and evaluation, and (7) cultural.  The webinar participants added to the framework and theories and tools. You can see the webinar here.

This is the second of a monthly webinar series on large systems change.  For more information about the series, go here.  The next one:

Presenter:  Anna Birney, Head of System Innovation Lab, Forum for the Future and Ecosystems Labs Steward

Topic:  Cultivating system change – a practitioners companion

Anna has just completed a new book by this title that builds on her impressive experience as a practitioner and grows out of her dissertation.  She will share her insights.  For the book description by chapter, go here.

Date: March 26, Wednesday

Time:  10am ET, 2pm GMT, 3pm CET (NOTE:  These times are correct…that week is the odd week where some are on daylight savings and some not.)

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Cultivating system change – a practitioners companion

Anna Birney is a leader in the large systems change community who is a GOLDEN Ecosystems Lab Steward and Head of System Innovation Lab for Forum for the Future and completing her doctorate.  Drawing from these experiences, she led a webinar sharing from her up-coming book titled Cultivating system change – a practitioners companion.  For a recording of the webinar go here;  a copy of her slides is available here.

Our next webinar is:

Date:  Wednesday, April 23, 10am ET/ 3pm UK/ 4pm CET (1 hour)

Presenter:  Zaid Hassan, Co-Founder – Reos Partners

Topic:  The Social Labs Revolution: A New Approach to Solving our Most Complex Challenges

Zaid presents insights from his new book by this name.  Zaid builds on a decade of experience—as well as drawing from cutting-edge research in complexity science, networking theory, and sociology—to explain the core principles and daily functioning of social labs, using examples of pioneering labs from around the world.

To obtain the web link and participate, register by sending an email to webinar@goldenforsustainability.org.

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Emergent Design Webinar

Topic:  Emergent Design

Traditional planning strategies do not work for complex challenges:  too much is changing and there is continual learning about appropriate action.  Another approach relevant for such situations is emergent design.  This is iterative design that crystalizes as one thing flows from another. It creates legitimacy and ownership as an attractor to develop momentum.

Presenter:  Danny Burns, Team Leader, Participation, Power and Social Change team, Institute of Development Studies at the University of Sussex

Time:  Wednesday, April 23 10am ET/ 3pm UK/ 4pm CET (1 hour)

Registration:  Request registration by writing to webinar@goldenforsustainability.org

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Developing large Systems Change Leadership

For a recording of the webinar described below, go here. Slides are available here.  For more information about the Academy, go here.  For access to the toolbox described in the webinar, go here.

Presenter:  Klaus Althoff, Senior Programme Manager, Climate Leadership Plus – Leadership for Global Responsibility of Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)

Integrating the work of numerous large change experts, in particular Otto Scharmer, Klaus is leading a programme to develop individuals’ capacity to be transformational leaders to address climate change.  He will share GIZ’s leadership development approach and lessons from its use.  Leadership for Global Responsibility is value-oriented, competency-based and rooted in a commitment to global well-being. It fosters responsible leadership with a self-reflective attitude and the ability to take ambitious and innovative action.

Categories
Net dev

Emergent Design Webinar

Topic:  Emergent Design

Traditional planning strategies do not work for complex challenges:  too much is changing and there is continual learning about appropriate action.  Another approach relevant for such situations is emergent design.  This is iterative design that crystalizes as one thing flows from another. It creates legitimacy and ownership as an attractor to develop momentum.

Presenter:  Danny Burns, Team Leader, Participation, Power and Social Change team, Institute of Development Studies at the University of Sussex

Time:  Wednesday, April 23 10am ET/ 3pm UK/ 4pm CET (1 hour)

Registration:  Request registration by writing to webinar@goldenforsustainability.org

Categories
Net dev

Developing Large Systems Change Leadership

For a recording of the webinar described below, go here. Slides are available here.  For more information about the Academy, go here.  For access to the toolbox described in the webinar, go here.

Presenter:  Klaus Althoff, Senior Programme Manager, Climate Leadership Plus – Leadership for Global Responsibility of Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ)

Integrating the work of numerous large change experts, in particular Otto Scharmer, Klaus is leading a programme to develop individuals’ capacity to be transformational leaders to address climate change.  He will share GIZ’s leadership development approach and lessons from its use.  Leadership for Global Responsibility is value-oriented, competency-based and rooted in a commitment to global well-being. It fosters responsible leadership with a self-reflective attitude and the ability to take ambitious and innovative action.