2. Trend 1 Supporting GAN Emergence: From a “Government World”… National Governments Private Sector Civil Society Social Contract Negotiations
3. Trend 1 Supporting GAN Emergence: To a “Governance World” Political System Government Economic System Business Social System Community-Based Organizations Environmental System
4. Trend 2 Supporting GAN Emergence: From an Organization-Centric World… Business Business Suppliers Customers Investors Government Pressure Groups Communities Competitors Employees Business Associations
5. Trend 2 Supporting GAN Emergence: To an Network-Centric World CSO CSO CSO Business Business Business Gvt. Gvt. Gvt. IGO IGO
8. Organizations, Partnerships, and Networks Organization Partnership Network Number of Legally Distinct Entities One Small to Modest Very large Organizing Structure Hierarchical Spoke and wheel Multi-hub Organizing Logic Administering/ Managing Coordination Coherence Operating Focus Organization Task System Participation Closed Highly controlled Loosely controlled
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13. Development Stages of GANs Genesis Initiation Expansion Transformation Visioning Mapping Convening Leadership and Stake holders Defining the purpose Piloting core technical solutions Establishing initial centralized network structures Deepening understanding of the purpose Broadening application of core technical solutions and innovating novel social solutions Increasing network membership and decentralizing network structures Redirecting the system and altering core relationships Enhancing legitimacy and public value Building enduring social trust Establishing inter-GAN connections
14. GANs Work at 3 Levels of Change CHANGE First Order Second Order Third Order Desired Outcome Scale Reform Transformation Purpose To improve the performance of the established system. To change the system to address shortcomings and respond to the needs of stakeholders To redirect the system and change its fundamental orientations and core relationships Partici-pation Replicates the established decision making group and power relationships Brings relevant stakeholders into engagement in ways that enable them to influence the decision making process Creates a microcosm of the problem system, with all participants coming in on an equal footing as issue owners and decision makers Process Confirms existing rules. Preserves the established power structure and relationships among actors in the system Opens existing rules to revision. Suspends established power relationships; promotes authentic interactions; creates a space for genuine reform of the system Opens issue to creation of entirely new ways of thinking and action. Promotes transformation of relationships with whole-system awareness and identity; promotes examination of the deep structures that sustain the system
