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Facilitating organizations to dance with the complex “logic of life”: spinning with paradoxes in regenerative appreciative inquiry summits
Purpose
Organizations will be key to realizing the “transformative change for humanity” now being called for. However, the complexity calls for new ways of facilitating change and organizational learning; it also calls for moving beyond sustainability to develop practices that restore and regenerate the world in which we live. Above all, it calls for the development of new frameworks, practices, mindset and capabilities to hold space for and facilitate such transformation, to dance with the “Logic of Life.” The purpose of this study is to contribute to advancing the current leading frameworks and practices of facilitating learning and development towards the enabling of regenerative transformative change in organizations and society.
Design/methodology/approach
This study is based on an exploratory qualitative analysis of a facilitation prototype that expands the current framework and practice of Appreciative Inquiry Summits toward regeneration.
Findings
This study presents four paradoxes of regenerative facilitation to guide the dance for life in complex ecosystems. It also identifies that the dance needs to be widened, towards inviting more frequently the ends of the four paradoxes noted as regenerative, negative emotions, inner and more-than-human.
Originality/value
This study explores the intersection of practices and frameworks for facilitating complexity with principles from regenerative leadership and complexity theory, potentially making an important contribution to the urgent and widespread need to facilitate a regenerative transformative change for humanity, society and our organizations.
Journal Article
ODC's Leadership Challenge for Our New World
This world has transformed, and I feel that organization development and change (ODC) must become actively involved in adapting to this complex situation. One solution to broaden our definition of an ODC practitioner is to include more creative individuals in this problem-solving. One group that we overlook is leaders in general. Leaders bring a group together to make a change and use ODC in unique and exciting ways. They come by it through conversations or reading or because their personalities lead them toward ODC values and practice. This article urges us to expand on who ODC practitioners are and team up with these practitioner leaders to exchange ideas. We need to listen to their accounts and aid them with their obstacles in their dynamic environment. Include them as members of our professional groups, write about their attempts, and join symbiotic teams with ODC practitioners to develop new techniques and interventions and implement them in our world today. Isolation is not possible. The internet has united the world, and we face common issues. Our field of ODC professionals have the skills to solve global issues. We must broaden our scope to embrace all who create change to accomplish this. This symbiotic relationship will spark innovation that will help us become more effective in this dynamic environment while being humanistic problem solvers. This is the ODC call for action. Are you ready to pick up this exciting challenge?
Journal Article
International Trade and Developing Countries
A keen analysis of how and why countries bargain together in groups in world affairs, and why such coalitions are crucial to individual developing nations. It also reveals the effects these negotiating blocs are having on world affairs.
Successful coalition building has proven to be a difficult and expensive process. Allies are often not obvious and need to be carefully identified. Large numbers do not necessarily entail a proportionate increase in influence. And the weak have the choice of teaming up against or jumping on the bandwagon with the strong. Even after it has been organised, collective action entails costs of many kinds.
This book investigates the relevance and workability of coalitions as instruments of bargaining power for the weak. More specifically, this analyzes the coalition strategies of developing countries at the inter-state level, particularly in the context of international trade.
Given the nature of this enquiry, this new study uses theoretical and empirical methods to complement each other. The theoretical approach draws from a plethora of writings: formal theories of clubs and coalitions, theories of domestic political economy and theories of international relations. The empirical analysis of comparable coalitions becomes necessary to assist in this theorising, so the greater part of the book focuses mainly (though not exclusively) on coalitions involving developing countries on the issue-area of trade in services. Through the case-studies of the Uruguay Round and an analytical overview of more recent coalitions, this text fills an important gap in the literature of international political economy and international relations where most GATT/WTO-based coalitions have eluded record.
This book will be of great interest to all students of international relations, politics and globalization.
eBook
14th Five-Year Plan for Social Organization Development: China’s Nonprofit Sector in Transition
This article analyzes the recent 14th Five-Year Plan for Social Organization Development, which signifies the Chinese party-state’s comprehensive planning for NGOs in the years 2021–2025. By clarifying the guiding ideology, basic principles, goals, targets, and tasks, the Plan stresses a dual political–regulatory mechanism that drives China’s nonprofit sector further in transitioning from an emerging organizational field to a manufactured civil society and shifts nonprofit policy fragmentation toward institutionalization. The Plan manifests centralized means to corral NGOs into a disciplined and capable nonprofit sector that subordinates itself to and enhances the authoritarian regime. Implications drawn from this article update policy analysts on state-NGO relations and the trajectory of the nonprofit sector in China.
Journal Article
KaBOOM! : how one man built a movement to save play
Hammond chronicles his amazing journey from a childhood spent living in a group home in Illinois to becoming the cofounder and CEO of KaBOOM!, an organization with this mission at its core: harnessing the power of community to save play for children...one playground at a time.or children. one
Book
In-service nurse mentoring in 2020, the year of the nurse and the midwife: learning from Bihar, India
In-service nurse mentoring is increasingly seen as a way to strengthen the quality of health care in rural areas, where healthworkers are scarce. Despite this, the evidence base for designing large-scale programs remains relatively thin. In this capacity-building article, we reflect on the limited evidence that exists and introduce features of the world's largest program, run by CARE-India since 2015. Detail on the mechanics of large-scale programs is often missing from empirical research studies, but is a crucial aspect of organizational learning and development. Moreover, by focusing on the complex ways in which capacity-building is being institutionalized through an embedded model of in-service mentorship, this article bridges research and practice. We point to a number of areas that require further research as well as considerations for program managers designing comparable workforce strengthening programs. With careful planning and cross-national policy learning, we propose that in-service nurse mentoring may offer a cost-effective and appropriate workforce development approach in a variety of settings.
Journal Article