Suchergebnisse

Chapter 1 RESPONDING TO CRISIS AND OPPORTUNITY -- chapter 2 WHERE DOES THE SLC CONCEPT COME FROM? -- chapter 3 THE CASE STUDIES -- chapter 4 WHAT IS CHANGING? -- chapter 5 WHAT ARE THE CHANGE RATIONALES AND MOTIVATIONS? -- chapter 6 WHAT IS THE CHANGE PROCESS? -- chapter 7 WHAT ARE THE SLC STRUCTURES? -- chapter 8 WHAT ARE THE SLC LESSONS? -- chapter 9 SLC: A GROWTH INDUSTRY.

This book builds on the traditions of individual and organizational learning to present a practitioner-friendly meta-framework that unlocks the strategies used by today's most innovative public-private-civic alliances and shows how these new multi-stakeholder organisations can engineer system-wide and scalable social change at the societal level.

Traditional organizations appear to be incapable of adequately addressing critical global issues such as war, climate change, and economic inequality. Addressing these issues suggests the need for organizational innovation to develop global social contracts. Successful innovation must address four integration imperatives: (1) integrate effort and resources across organizational sectors (business, government, civil society) and sense-making, (2) create successful individual to global aggregations, (3) integrate the short and long term, and (4) integrate major issue areas. A new type of organization, Global Action Networks, aims for this integration. Based upon analysis of this new type of organization, five design principles for global social contract organizations are proposed.

Conducting action research with large global systems presents particular challenges. A major one is the need to easily and succinctly present complexity in a way that is meaningful for stakeholders and supports developing their connections to take effective joint action. The Global Finance Initiative (GFI) explored the use of three different visual mapping methodologies to help address this challenge. These are associated with social network analysis methodologies. But of course other issues with a global action research project also are significant. Identifying participants requires selecting from billions of people who are stakeholders. Additionally, this project also explored the role of action researchers as initiators of change, rather than ones invited into a change arena. To address some of these challenges, this article draws from the GFI experience and proposes an eight-step methodology.

The world's governments are overwhelmed with climate change, war and unrest, the global financial crisis and poverty but there is a promising invention in Global Action Networks (GANs). GANs mobilize resources, bridge divides and promote the long-term deep change and innovation work that is needed to address the global challenges