In this webinar, Steve Waddell presents present GANs as emerging "meta-networks", catching in their webs literally all organizations in the world. Learn how you might work with them locally, regionally or globally to realize your goals. Steve has spent over a decade working with one strategy he calls Global Action Networks that is fast advancing from periphery to center, because of its promise to address seemingly intractible change challenges.

1. Global Action
Networks
…creating our future together
Steve Waddell - PhD, MBA
Author
swaddell@networkingaction.net

2. The Situation
§ Challenges increasing require supra-
national responses
§ Health issues - water, zoonoses, AIDS
§ Inequalities in the world - North / South
§ Environmental issues - climate change
§ Economic issues - the financial crisis
§ Peace – Darfur
§ Social Issues - Corruption
Steve Waddell NetworkingAction/UITC 2

3. And Governments?
§ Have a role in the solution, but not enough
§ National interests dominate
§ Create conventions, but implementation
weak
§ Lack resources
§ Lack capacity
Steve Waddell NetworkingAction/UITC 3

4. Several dozen GANs—and growing…
• Climate Group
• Extractive Industries Transparency Initiative
• Fair Labor Association
• Forest Stewardship Council
• Global Compact
• Global Fund to Fight AIDS, Tuberculosis and Malaria
• Global Knowledge Partnership
• Global Reporting Initiative
• Global Water Partnership
• Global Partnership for the Prevention of Armed Conflict
• International Land Coalition
• IUCN
• Marine Stewardship Council
• Microcredit Summit Campaign
• Principles for Responsible Investment
• Social Accountability International
• Sustainable Food Lab
• Transparency International
• The Access Initiative (TAI)
• Youth Environment and Sustainability (YES)
Steve Waddell © swaddell@networkingaction.net 4

5. Seven Shared Characteristics
1. Global and multi-level
2. Diversity-embracing boundary spanners
3. Systemic change Agents
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6. GANs Work on Transformation
Type of Incremental Reform Transformation
Change
Type of Single Loop Double Loop Triple Loop
Learning
Core How can we do What rules shall we How do I make sense of this?
Question more of the create? What is the purpose?
same? What are my mental How do we know what is best?
Are we doing models &
things right assumptions?
Purpose To improve To understand and To innovate and create
performance change the system previously unimagined
and its parts possibilities
Power and Confirms existing Opens rules to Opens issue to creation of new
relation- rules. Preserves revision. Suspends ways of thinking and action.
ships the established established power Promotes transformation of
power structure relationships; relationships with whole-system
and relationships promotes authentic awareness and identity;
among actors in interactions; creates a promotes examining deep
the system space for genuine structures that sustain the
reform of the system system
Steve Waddell © swaddell@networkingaction.net 6

7. Seven Shared Characteristics
1. Global and multi-level
2. Diversity-embracing boundary spanners
3. Systemic change Agents
4. Inter-organizational networks
Steve Waddell © swaddell@networkingaction.net 7

8. GANs are Inter-Organizational
Networks
Inter- Organization Inter-Org. Inter-Org. System
Personal Partnership Network
Legally Many One Small to Very large All
Distinct Modest stakeholders
Entities
Organizing Informal Hierarchical Spoke and Multi-hub Diffuse
Structure wheel
Organizing Personal Administering Coordination Coherence Diverse self-
Logic Managing direction
Operating Relation- Organization Task System Definitional
Focus ships
Participation Open Closed Highly Loosely External
controlled controlled
Steve Waddell © swaddell@networkingaction.net 8

9. Seven Shared Characteristics
1. Global and multi-level
2. Diversity-embracing boundary spanners
3. Inter-organizational networks
4. Systemic change Agents
5. Entrepreneurial action learning
6. Voluntary leaders
7. Global public goods producers
Steve Waddell © swaddell@networkingaction.net 9

10. What GANs Do
1. System organizing e.g.: Transparency International
2. Shared visioning e.g.: Microcredit Summit Campaign
3. Measuring/certifying e.g.: Forest Stewardship Council
4. Advocating e.g.: The Access Initiative
5. Learning, development e.g.: CGIAR
6. Financing e.g.: Global Fund to Fight AIDS, Malaria & Tuberculosis
Steve Waddell © swaddell@networkingaction.net 10

11. Development Process Overview
Individual Stage 2
Member
?
? GAN
Stage 0
Stage 1 Individual
Member
Stage 2.5
Stage 4
Issue Regional
Space Network
Stage 3
Issue
Space
Inter-GAN
Regional
Network
Issue
Space
Swaddell@networkingaction.
net NetworkingAction www.networkingaction.net

12. GANs are
§ A post-cold war phenomenon
§ Still in early stage development
§ Comparable to the pre-railroad corporate form
§ Comparable to pre-welfare state government
§ Comparable to mutual aid/religious civil society
phase
Steve Waddell © swaddell@networkingaction.net 12

13. What’s the Future of GANs?
Four trends support their development…
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14. Meta Trend 1:
From a Government World
National
Governments
Social
Contract
Negotiations
Big Labour Big Business
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15. To a
Sustainable Governance World
Political Economic
System System
Government Business
Environmental System
Social
System
Community-Based
Organizations
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16. Meta Trend 2:
From an Organization-Centric World
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17. To an Network-Centric World
Business
CSO
Gvt.
IGO Gvt. IGO
Business Business
CSO CSO
Gvt.
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18. Meta Trend 3:
From an Inter-national World
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19. To a Global World
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20. Meta Trend 4:
Shifts in assumptions about the
way the world works
From To
Addressing issues in parts Whole systems strategies
Inter-national Multi-stakeholder
Assuming nature Nurturing nature
Negotiating solutions Envisioning solutions
Enforcement focus Collective values focus
Steve Waddell © swaddell@networkingaction.net 20

21. Challenges to Success
1. Increasing competence
2. Realizing scale
3. Avoiding bureaucratization
4. Defining successful “business” models
5. Engaging government
6. Becoming glocal
7. Maintaining the cutting edge
8. Managing competition
9. Building accountability, reputation,
legitimacy
Steve Waddell © swaddell@networkingaction.net 21

22. Emerging Clusters
TI GAIN
Stop
GRI
TB Finance?
Global Global
Compact Fund
PRI GAVI
Emerging Economic GAN Arena? Emerging Health GAN Arena?
Countdown
2010
ILC
CGIAR FSC
Cttee on IUCN
Food
Security
GLTN GWP
Emerging Food/Ag GAN Arena? Emerging Enviro GAN Arena?
Steve Waddell © 22
swaddell@networkingaction.net

23. In summary:
§ GANs hold promise for the 21st century
§ Participation: robust local-global exchanges
§ Sustainability: mobilizing multi-stakeholder resources
§ Change: supporting transformation
§ Scale: providing glocal strategies
§ Speed: disseminating virally across divides
Steve Waddell