2. AGENDA
• Who’s in the room?
• Collaborative Leadership
• Authentic Partnerships
• Investment Models for Peacebuilding
- Working with Businesses
- Social Entrepreneurship
5. “When the best leader’s work is done the people say, ‘We did it ourselves.’” -- Lao-Tzu
• Put your mission first, not your organization: forsake control
over program implementation, funding and recognition
Egyptian proverb:
“The basket that has two handles should be carried by two people.”
• Trust. Not control. Perhaps you feel you need to exert control to
ensure quality? You can’t manage for every contingency.
• Spend time to build up relationships, ensure shared values
• More with less! Often don’t need more resources, but rather a
better use of existing resources
Collaborative Leadership
6. Collaborative LeadershipAttitudes
•Hope that change is
possible
•Willingness to
challenge entrenched,
institutional power
•Confidence not
deterred by criticism
or fear of not being
liked
•Respect for other
points of view
•Transparency – being
open and honest
when dealing with
issues
•Commitment,
patience, stamina to
engage in a long
struggle
Skills
•Work with diverse
people and positions
•Listen to constituents,
allies and opponents
•Maintain a vision and
stay grounded
•Identify key actors and
interested parties
•Negotiate
•Be Flexible
•Organizational Skills
•Cite technical and
legal information
•Communicate
effectively
•Build a team
•Fundraise or manage
financial information
and budgets
Knowledge
•Understand politics
and policy systems
•Insights into power
relationships
•Be able to identify
who are the actors
involved and what are
their positions
7. Building the constituency for change: Leaders
are called upon to raise awareness, educate,
organize and mobilize those affected by the
issues, or interested in it, to get involved and
take action.
Cooperation strategies: Leaders must build
collaboration between community groups,
government institutions, courts and/or business
sectors to disseminate information, gather
meaningful input and help facilitate transparent
and fair decision-making.
Leadership for Change Management
8. Education strategies: Leaders are building political
awareness and raising critical consciousness; they
may need to help other groups express themselves,
provide information or collaborate in gathering data,
analysis, and developing alternatives on policies.
Persuasion strategies: Leaders will have to use
information, analysis and citizen mobilization to
press for change. This may involve lobbying key
leaders and using the media to influence public
opinion. Strong communication and negotiation
skills and command of technical and legal issues are
important.
Leadership for Change Management
9. • Behaviors – What behaviors of mine do I notice often? What
behaviors was I most proud of today? Why? What behavior caused
me embarrassment? Why?
• Emotions – What emotional state was most prevalent today? Was I
bored today? When? Why? Frustrated? Did I feel angry today? When
and why? Do I often feel anxious?
• Thoughts – What recurring thoughts did I observe? What stories did
I tell myself? What are their origins?
• Ideas/Concepts – What conclusions have I made about people
today? Why do I believe people come late to meetings? Why do I
think there is conflict around this issue?
• Judgments/Hot Buttons – What bothered me today? What
assumptions do I make about certain groups?
Reflective Practice
10. • Local/Global/Together
• ‘Authentic partnerships’ are trust-based, mutually
enabling, equitable relationships between
organizations (Alan F. Fowler, 1998)
• Peace programs are not a one-off project; they
should be a commitment to a long-term
partnership
Authentic Partnerships
12. Business for Peace
• Businesses think in terms of sustainability, stability
and openness for a well-functioning business
environment. “Peace” may seem too political or
risky?
• The role of business in society is intricately linked with
concerns over transparency, equality and inclusion — all
drivers of conflict and key considerations in peacebuilding.
• Local and international business leaders will always play an
important role in helping to shape attitudes and institutions,
and therefore they have a unique opportunity to make a
proactive impact on Positive Peace.
13. Making the
case for why
it is
important for
business to
get involved:
Opportunity to engage with other stakeholders and within their sector for
collaborative planning and greater impact
Jointly clarify how to engage and for what goals
Obtain support to comply with international standards and requirements in their
operations
Connect to organizations/consulting companies for support functions(conflict
analysis, HRIA, dialogue, community engagement)
Improve reputation/visibility/market shares in the local market
Enhance investors attractiveness
Social license to operate
Long-term Improved Bottom Line
Vested interest in stability/Peace
Business for Peace
14. Seed Capital
Product
Development
Bringing
Products to
Market
Where can the initial
investment come from?
- Impact Investors
- Social Impact Bonds
- Public-Private
Partnerships
- Crowd Funding
- Traditional
Philanthropy
- Community
Foundations
How can Peacebuilder
think about their
products?
- Services (consulting?)
- Physical commodities
- Technology
What is the value
proposition of these
services and products?
Who are the
clients/customers?
- Multi-national
businesses
- Local SMEs
- General Public
- Government
agencies
- Foundations/donors
- INGOs
- Other local CSOs
METRICS OF
SUCCESS?
RESULTS -
IMPACT
ACHIEVED?
WAS THERE
PROFIT?
Social Entrepreneurship
16. Julia Roig, President
Partners for Democratic Change
jroig@partnersglobal.org
202-942-2166 ext. 101
1779 Massachusetts Ave., NW Suite 515, Washington, DC 20036
THANK YOU!
Hinweis der Redaktion
Fowler argues that for international development NGOs to forge real partnerships, they must rethink their roles from being intermediaries in a funding chain to facilitators of international cooperation between diverse groups that comprise civil society.
Trust-based vs funding based
Mutually enabling vs assumption of one-way benefits, dependence
Equitable vs inequitable and unbalanced (e.g., top-down decision making, directed from afar, dependence)
Alan F. Fowler, “Authentic NGDO Partnerships in the New Policy Agenda for International Aid: Dead End or Light Ahead?” Development and Change 29, no 1 (1998): 137-159. [forgot citation in Abbreviated Report]
Slide 3: The Ingredients for Building Successful Local Organizations
Building authentic partnerships between international and local organizations
Market-based strategies for long-term sustainability of CSOs
International networks providing moral and technical support; and
The development of shared core capacities and shared technical areas of expertise around building sustainable capacity to advance civil society and a culture of change and conflict management worldwide using the tools of cooperative advocacy, coalition-building, constituent engagement, and collaborative leadership as key approaches to strengthen CSO effectiveness).