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Baltimore, Maryland OD Network Conference 2011 Unleashing the potential of MULTI-STAKEHOLDER GROUPS
Baltimore, Maryland
OD Network Conference 2011
Unleashing the potential of
MULTI-STAKEHOLDER GROUPS
Session Presenters
Joe Alvarez
Allison Porter
Lisa Silverberg
DEFINITION:
A group of autonomous or semi-autonomous
organizational systems that are established or
come together for a social change purpose,
and for a sustained period of time.
Social Change
Multi-stakeholder
organizations
As we help these
organizations perform to
achieve their goals
>>What issues show up?
>>What interventions are
successful ?
OUR FOCUS
» About multi-stakeholder groups
» Common issues
» Designing powerful interventions
» Reflections
Why We’re Here
» To understand the dynamics of
social change multi-stakeholder
systems
» To share OD strategies for working
powerfully with them
Who’s In the Room?
Stand UP, Sit DOWN
Ab
ou
t
Mu
lti-
Sta
ke
ho
lde
r G
rou
ps
Why do Multi-
stakeholder
Groups
matter?
What are the
issues and
challenges?
Ab
ou
t
Mu
lti-
Sta
ke
ho
lde
r G
rou
ps
Networks and Affiliates
Distinguishing the main two types of social change MSGs
Affiliate
Organizations
Organizations comprised of
numerous, semi-autonomous
affiliates.
Forms -- unions, federations,
associations, franchise,
parties.
Examples – AFL-CIO, NAACP,
Sierra Club, Planned
Parenthood, National Council
of La Raza, ACLU.
Network
Organizations
System comprised of distinct
and separate organizations.
Forms – Coalitions, alliances,
partnerships, and networks
Examples – Alliance for
Climate Protection, Reform
Immigration for America, New
Beginning Initiative, Emerald
Cities
Network Organizations
Key characteristics
Coordinating and
collaborating to create
system change
Having an impact greater
than is possible by single
organization
Given the increased scale
& interconnectedness of
issues, few can win alone
Example: New Beginning Initiative
Affiliate Organizations
commitment [autonomy]
Key characteristics
Voice and efficacy to
constituency or issue
Generating & harnessing
people power for
advocacy/change
Local energy and
commitment [autonomy]
Bringing together
disparate efforts at a
point [centralized effort]
Fundamental element of
civil society/democracy
Networks and Affiliates
Bound by a common purpose
Central polarity of unity and autonomy
Semi-autonomous
Formal authority
Uniform Control
Universal Control
Single & shared brand
“Permanent” organization
Autonomous
Informal authority
Not uniform control
Not universal control
Many and distinct brands
“Temporary”
Affiliate Shared Characteristics Network
Affiliate Dimensions of Difference Network
FROM TO
Glue and Investment
Issues Identified
Leadership and
Decision-making
Equity and Culture
Issue Identified: Glue & Investment
WHAT WE SEE
• Lack of investment
• Need for unity from disparity
• Lack of focus
• Competition
• Sending surrogates
• Dissatisfaction without action
• Need for Renewal
Leadership & Decision Making
• Confusion about leader role
• Not calling questions
• Acting as if decisions
were/weren’t made
• Challenging decisions
• People showing up only to
question/block a decision
WHAT WE SEE
Equity and Culture
• Distrust/broken trust
• Give/get ratio concerns
• Conflict styles clashes
• Silent and missing voices
• Accusations of injustice &
discrimination
WHAT WE SEE
Glue and Investment
Issues Identified
Leadership and
Decision-making
Equity and Culture
Move to Small
Groups
How have you experienced these
issues in your work?
What interventions have you tried?
What helps make these interventions
powerful?
Powerful Interventions
Go to the issue where you have the most to share or
most to learn
For easy sharing
Describe an intervention you learned about that you think would be helpful in your work
Coming Back Together
Maybe others will too.
Thanks
for
coming!
Alvarez Porter Group
www.alvarezporter.com
Joe Alvarez
Process Matterswww.processmatters.net
Lisa Silverberg
Allison Porter
