Download - Flourishing Through Coherence: Meshworking Multi …...Flourishing Through Coherence: Meshworking Multi-Stakeholders by Drs. Anne-Marie Voorhoeve The Meshworking approach is designed

FlourishingThroughCoherence:MeshworkingMulti-StakeholdersbyDrs.Anne-MarieVoorhoeve

TheMeshworkingapproachisdesignedtodevelopeffectivemulti-stakeholdercooperation,inwhichsystemicsolutionsarecreatedtocomplexissues.Meshworkingisarelativelynewmethodology.Itisrobustbutalsoaworkinprogressandcontinuouslyunderdevelopment.Itisthroughexperiencethatourcapabilitiesaregrowing.ThisessaysharesthestoryofmyexplorationinthecontextofbuildingorganizationalformsinCHENetherlandsandTheHagueCenterforGlobalGovernance,InnovationandEmergencefrom2006-2012.BibliothecaAlexandria,Egypt:JustAfterTheFebruary2011Revolution45youngEgyptiancitizens,boysandgirls,haverespondedtoaFacebookinvitation.Theyhavecometogetherandaresharingtheirreasonsforwantingtobeinthismeetingontheirdayofffromschool.Theyareconfusedandhopeful.Whatcantheydonow?Whatisbest?Howcantheyhelptorendermorepermanentthisnewfoundfreedom?Youcanreallyseeontheirfaceshowmuchtheywanttoplayaroleinthechangestheircountryisgoingthrough.WithenthusiasmtheydiveintotheMeshworkprocessandgowiththeflow.ThechairmanofYESEgyptandIkickoffthemeetingwithanintroductiontoframethecontours.Innotimeatalltheyhavesplitupinsmallgroupstodiscusspotentialbreakthroughareas,“Whatwouldweliketoworkon?”“Whichconditionsdoweneedforprogress?”“Whodoeswhatforthenextmeeting?”Overthecomingsixweekstheywillmeetregularlytodiscussprogress,identifyhiccupsandcheckwhethertheyarestillontherighttracktowardconciseactionsandclearstepsontheroadtoajointpurpose.Duringcheck-out,allofthemspeakfromtheirheadsandheartsaboutthedeepmeaningofthisafternoon’ssession.Tobeabletoraisetheirvoicesandgetfullattentionisacompletelynewandthrillingexperienceforthem.In2012,morethanayearlater,YESEgypthaddevelopedanumberofinitiativesforthedevelopmentofjobsforyoungpeoplebyyoungpeople.Noteverywishhadbeengranted,ofcourse.But,asisstatedbyYES,“Theimpactofthisjointexperienceoftalkingfreelyandlisteningtoeachotherwithanopenmindandheart,ofbuildingtogetherinco-creation,canstillbefelt.”

© The Hague Center www.thehaguecenter.org 2

AnEarlyMorningInMexico,PuertoMorelos,CloseToCancun:December2010TogetherwithnineMeshworkersandaguest,IampreparingforanotherdayofworkfortheUNClimateConferenceCOP16.Ontoday’sagenda:embodimentofthePrinciplesofSynnervation.Weareonthebeach,workinginalargecircleandinsmallgroups,practicingspecificmoveswhilesoftlypronouncingtheappropriatematchingaffirmations.Thiswillprepareustotuneintotheday,tocomeandbefullyalignedfortheworkthatawaitsus.Becauseofthesepreparations,participantsopenuptobefullyintheflowoftheday,andtheyopentheirheartstomeeteachotherthere.Fromthisstateofbeingtheycanseeclearlywhichspecificpieceeachofthemisholdinginhisorherhands,tohelpsolvethecomplexpuzzleofclimatechange.Nearby,pelicansaresurfingthewavesinabeautifuldance.BeloHorizonte,Brazil:August2009225peoplefromdifferentcountriesandsectorsofsocietycametogether:representativesofNGOsandcommercialcompanies,activistsandpolicymakers.Duringthefourdaysofthisconference,theycreatedaroadmapforchange,dedicatedtothegoalofsignificantreductionofCO2emissions.WetookthisroadmapwithustotheUNClimateConference,COP15inCopenhagenandtotheCOP16inCancunandshareditwiththeparticipantsofthoseconferences.Theyexperiencedtheroadmapinawaythatletthemperceiveanddiscoverthespecificpieceofthepuzzleforeachofthem.Thisworkprovidedthemwithaclearviewandoutlook,withenergyandtrustforfurtherstepsintothecomplexworldofclimatechange.AColdWinter’sValentine’sDay,Overveen(TheNetherlands):February2012Inoneoftheauthentichistoricalroomsofamajesticbuildingcomplex,HermanWijffels,ArdHordijkandIarepreparingfortheroundtableconversationwitharoundfifteenMarketingExecutives.AfivehourMeshworkingsessionensuesaboutthenecessityofthetransitiontowardsacirculareconomyandsustainablesociety,andaroundthequestion,“Howwillmarketingcontributetothistransition?”Themotivationoftheparticipantstocontributeisconvincing.Theirattitudetocooperationandopensharingofknowledgeisstrong.ThefirstmovesintheinitiationoftheMeshwork“BeyondMarketing”aremade.Theroundtableconferenceeventuallyleadstowardsanewdefinitionofthemarketingprofession,“Aprofessionthatfacilitatesrelationshipswithallstakeholders(clients,shareholders,employees,customers)andtakescareofthoseinawaythattheyaresustainedandcankeepevolving.Marketing’saimistofosterrelationshipsandcreatesustainablevalue.”


IntroductionTheexamplesintheaboveparagraphsareatestimonyofmysevenyears’experience(2006-2012)inworkingfortheCenterforHumanEmergence,TheNetherlands(CHENL)andTheHagueCenterforGlobalGovernance,InnovationandEmergence.AtthecoreofallCHENLundertakingsisthisinjunctionformulatedintoitsPurpose&Principles:authenticallyworkfromandpracticeOnenessconsciousness,asasacredpartnershipinlife.Meshworkingisimportantinthisrespectbecauseitcanstrengthenandimprovecoherenceintheworld.CHENLisafoundation,acommunity,amovementofpeoplefromdifferentbackgroundsanddisciplinesandownstheconsultancyagencySynnervate.ThemissionofCHENListodevelopinnovativeconceptsandsustainablesolutionstoaddressthehugesocietalchallengesofthecurrenttimeframe.In2008PeterMerry(founderofCHENL)andIsetupTheHagueCenterinthecontextofCHE,workingcloselywithLisetteSchuitemaker(nowchairofCHENL)andJuanCarlosKaitentoservetheevolutionofglobalgovernance,innovationandemergencebyfurtherdevelopingthevision,conceptandpracticeofMeshworks.InthisessayIwilldescribewhatMeshworkingencompassesthroughourexperience,whyandhowtheMeshworkprocessisdesignedandimplemented,andwhatisrequiredonthesideofparticipantsandfacilitators.Iwillalsoexplainsomeoftheunderlyingtheoriesandconceptsusingreallifeexamplestoillustratethis.OverthecomingyearstheteamofTheHagueCenterwillfurtherdeveloptheMeshworkmethodology,followingthechangecycleofdo,experience,learnandadapt.1.NeedintheworldOursocietyisintransition,aprocessofunprecedentedscopeandscale.Thecrisesandthechallengesofthewideninggapsbetweenculturesaretheconsequencesofoursuccessesoverthelastdecades.Solutionssimplycannotbefoundwhenwekeepthinkingandactingthewaywediduntilnow.Weneedtodevelopnew,morecomplexandcreativewaysofthinkingandacting.AtTheHagueCenterandCHEwelookatwhatishappeningfromanintegral,evolutionaryperspective.Thisshowsusnotonlyhoweverythingisconnectedandinterdependent,butalsowhichroleeachofusplaysinthisindividually.Welookatthechangesandconsequencesatalllevels.Whenweareabletoforeseetheimpactofchangesontheindividualaswellasatthecollectivelevel,wecanadaptasnecessary,


bothinourpersonalbehaviorandinthewayweorganizeourselves.Itisessentialtolearntoimprovecooperationandcoherenceinallourdoings,atalocal,national,internationalandevenacosmiclevel.Thisdoesnotmeanthatinitiativesshouldalwaysbecombined,bundledorcentralized;itdoesmeanimprovingthecoherencebetweeninitiativesinwaysinwhichtheycanbuilduponandstrengtheneachother.Inourresearchwedonothaveaclearpictureyetastothequestionofhowtofindagoodbalancebetweenlocalandworld-scaleprograms.Theendeavortocreategreatercoherenceisarelativelyrecentone,andinitiativescandifferhugelyinprogressandsuccessfuloutcomes.Meshworkingcanbeawaytorealizecoherence,followingonecomprehensivemethodology.TheconceptwasoriginallydevelopedbyDr.DonE.Beck,authorofthebook:SpiralDynamicsandfounderoftheCenterforHumanEmergenceGlobalandtakenforwardindifferentformsandexpressionsintheinternationalCHEcommunity.Ilearntaboutitin2006.Asitis,MeshworkinginTheHagueCenterhasbeendevelopedinacontinuousinteractionbetweentheoryandpractice,reflectionandaction.Ineachandeverysituation,wehavesearchedfor,appliedandevaluatedfurther,ideasandconceptswhichwouldhelpcreatecoherence.Weproceededbydoingandlearning,incollaborationwithsubjectmatterexperts.Weadaptedourwaysofworkingforuseinlaterprojects.Fromthestart,wehavebeenworkingcloselytogetherwithMorelFourmanandhisteamatGaiasoft.Wehavedeveloped,andaredeveloping,softwaretoolstosupportMeshworkingprojects,andcreatingtherightconditionsforprojectstobesuccessful.Basedonlessonslearned,eachtimeweareaddingmorebuildingblockstocreatea“MeshworkBodyofKnowledge”tobemadeavailabletoourworldintransition.2.MeshworkingConcept“Meshworking”includesthewordmesh.AssaidithasbeenintroducedbyDr.DonE.Beck.Inhispaper:TheMeshworksFoundation:anewApproachtoPhilanthropy,hedescribessevendifferenttypesofinstitutionscorrelatedwithsevenvaluesystemsdescribedbySpiralDynamicsIntegral(SDi).Themostrecentandcomplexofthoseinstitutions,matchingtheYellow,integralvaluesystem,istheMeshworksFoundation.AMeshworkFoundationaimsto“identify,integrate,alignandmobilizeallavailableresources.These,inturn,arefocusedlikelaserbeamsonspecificchallenges,goals,objectives,oroutcomes.”BeckdescribesMeshworkingasanapproachinwhichan


overarchinggoalisfoundforallpartiesinvolved,whichincludestheindividualgoals,butatthesametimeaskspartiestoletgoofpurelyindividualinterests,andassuchbringsin“thethirdwin.”Inthisapproach,thebestoutcomeisnotthebestsolutionassuch,butthesolutionthatfitsbestinagivencontext.WhenIcametoknowaboutDonBeck’svisiononSDi,MeshworkingandtheconceptofaglobalVitalSignsMonitor,theMeshworkingflamewasimmediatelyignitedinme.Iamgratefulforhisprofoundinsightsandhisendeavourtoputitintowordingsandbringitintotheworld.ItwaslikeIreceivedalltherightwordspointingoutmyroadtofollow.Itmademeseehowseparatepiecesofthepuzzleofmylifefittogether,andIwaspresentedwitharoadmapwithdirectionsandorientationpointsforthenextstepsonmyjourney.FredMatser’sinvitationtoworktogetherforthestartupofthe“MalarianoMore!”programinTheNetherlandsin2006wasauniqueopportunitytostartexperimenting,discoveringandlearning.InthissameperiodoftimetheoperatingcontextofCHENLbecamemoreexplicit,andthroughthis,asafecontainerwascreatedforallourexplorations.AsCHENL,wehavegrownfromanetworkofpeoplerespondingtothecallofPeterMerryandDonBeckin2005,toacommunityofpracticewithsharedpurposeandprincipleswhichkeepevolvingwithusandourwork.OurcommunityofpracticeisorganizedusingHolacracyandtheArtofHosting,andhasaclearvitalrhythmofcomingtogether,physicallyaswellasvirtually,intheheart,toshare,learn,develop,research,co-createandengage..ThefurtherdevelopmentofMeshworkingisamajorfocusofTheHagueCenterasisdevelopingTurquoisepractices.WecurrentlydescribeMeshworkingasastructuredapproachforcooperationbetweenorganizationsandinitiatives,withtheaimtoacceleratelearningandemergeresultsmoredirectly.TheultimategoalofMeshworkingistoenablethedevelopmentandimplementationofsystemicsolutionsfortheworldwidechallengeswearefacing.Thisincludesdevelopingandpracticingnewwaysofcooperation.TheexpertiseofMorelFourmanandhisGaiasoftteammakesitpossibletocapture“knowledgeaccidents”duringaMeshworkingproject.ThiscollectionofknowledgebecomesavailabletosupportallparticipantswithintheMeshwork.Sopeoplecaneasilyfindthespecificpeopleandknowledgeneededtobestfulfilltheirroleintheproject.Timespentreinventingwheelsisdiminished,andcostlyfailuresareavoided.Intheend,itisallaboutthedevelopmentofprototypeswhichquickenimplementationandfacilitateupscaling,andinthiswayaddvaluetoourworldintransition.


3.UnderlyingConceptsOfTheHagueCenter’sBodyOfKnowledgeTofurtherdeveloppartsofMeshworkingineachprojectwelookforandapplyvalue-addingtheories.WeuseSDiandIntegralTheoryascommonlensestolookattheworldandunderstandthecomplexitiesanddynamicsofchange.OtherconceptsandtheoriesweuseinMeshworkingareArtofHosting,TheoryU,DoubleSCurve,LifecycleofEmergence,ECOIntention,SystemicConstellationWork,,theWheelofCo-CreationofBarbaraMarxHubbard,theworkofErvinLászloandtheClubofBudapest,andtheancientwisdomofEgypt,Africa,MexicoandotherWisdomKeepersoftheEarth.SpiralDynamicsSpiralDynamics(Beck,2006)describesthevaluesystemsoftheworldas“adaptiveintelligenceswhichcomeintoexistenceinresponsetospecificexternalconditionsorspecificchallenges.”Whenandifachallengeisaddressed,energyisreleased.Ofcourse,thenewfoundsolutionwillcomewithnewchallengesofahighercomplexity,whichinturnwillrequirenewsolutionsatthisnewlevelofcomplexity.

©PeterMerry,EvolutionaryLeadership


IntegralTheoryThemodelofthefourquadrantsisanimportantpartofIntegralTheorybyKenWilber(Wilber,2001).Ithelpsustounderstandhowattitudesandbehaviorsofindividuals,groupcultures,andsystemsandstructuresinagivencontext,areconnectedandinterrelated.Forthedevelopmentofeffectivemethodsandsolutionsforsocietaltransformation,attentionisneededtoallaspects:technology,individualbehavior,transformationandcollectivemeaningsandvalues.

subjective objectiveIndividual

Intention,attitudeI

BehaviourIT

Collective

WECulture

ITSSystemsandstructures

ArtofHostingForthedesignofMeshworkprocesses,wemakeuseoftheinsightsingroupdynamics,andofthemethodsandsocialtechniqueswhichArtofHostingoffers,suchasWorldCafe,OpenSpaceandPeerCircle.Itsprincipleshelptobringforwardthemaximumcollectiveintelligence,tointegrateandcollectthefruitsofdiversity,andtominimizeandtransformarisingconflicts.ArtofHostingleadstojointclarityandmeaningfulaction,andmakesitpossibletofindsustainableandproductivesolutionsforthemostcomplexproblems.TheoryUInMeshworkingweusetheTheoryUmodelasacompassforthedevelopmentofacommonvisionforthefuture,aroundacertainthemethatissharedbyallpartiesinvolved.TheoryUisdesignedtohelptransformsystemsandpeople,fundamentallyandresiliently,fromoldtonewwaysofthinkingandacting(Scharmer,2007andMerry,2006).


DoubleSCurvesAndLifeCycleofEmergenceBoththemodeloftheDoubleSCurvesandthevisionoftheLifeCycleofEmergencemakeitcleartomewhichspecificroleMeshworkingcanplayinthedevelopmentofnewsystems.Forthatreasonbothareexplainedmoreelaboratelyhere.IntermsoftheDoubleSCurves,Meshworkingismainlyimportantfortheconnectionandstrengtheningofallpilotinitiatives,andforthespreadingoutandupscalingofsuccessfulinitiatives.WithMeshworking,inthissense,robustnewwaysofthinkingandactingcanbedevelopedwiththepotentialtoevolveintorealalternativesforexistingsystems.MeshworkingmakesuseoftheBerkanaInstitute’smodelofconsciousandplannednetworkbuilding,andtheformationofCommunitiesofPractice,bothessentialfortheproperfunctioningoftheMeshwork.TheDoubleSCurvesmodelisbasedonchaosandcomplexitytheory.TheassumptionisthatadevelopmentgraphofacomplexsocialsystemtakestheformofanSCurve.Afteraslowstartupphase,aperiodofsteeperrisefollows,afterwhichinevitablyaslowdowntakesplace,whicheventuallyleadstoatotalstoppingofgrowth.Somepeoplecanunderstandwhenthisslowdownphasehasstarted,andhavethecapabilitiestodevelopnewwaysofworkingatthatpoint.ThisiswhenthesecondSCurvestarts.Thefirstphaseofanewsystemhasalotoftrialanderror.Manyexperimentswillfailandturnoutnottoberesilient;inothercasestheyaresuccessful,theydogrowandgetadoptedbyothers.Thisisthewayanewsystemstartstodevelop,onethatbettermatchesthenewcontextandconditions.ThedynamicsoftheDoubleSCurvesareshowninthefigurebelow.


WheatleyandFrieze(BerkanaInstitute,2006)havedonealotofresearchintothelifecycleofsocialchanges.Separate,localinitiativesandexperimentsareconnectedandbuilduponeachotheraslearningcommunities(CommunitiesofPractice).Forexternalobserversthisoftenhappenssurprisinglyquickly.Thustheyformsystemsofinfluence.Theseinturnhavequalitiesandcapacitieswhichsurpassthoseoftheindividualinitiatives,andhavemorepowerandimpactthananyindividualinitiativecouldhave.Withthis,anewsystemhascomeintoexistence.Movementsofsocialchangeintheprocessofupscalingfollowthesamephasing:

©CHENL&THC,ModelofBerkanaInstituteadaptedtoMeshworking,2010

• Phase1:Networks.Inthefirstphase,likemindedpeoplefindeachotherinnetworks.Oftenwithanunderlyingselfinterest,anetworkoffersopportunitiestopromotetherealizationofindividualgoalsinoneormoreareasoflife.

• Phase2:CommunitiesofPractice(CoP).Acommunityofpracticecanevolvewhenanetworkdevelopscapacitiestolearn,wherepeopletrusteachother,graduallyopenup,sharetheirdilemmas,andlearnfromeachother.Theystarttoparticipate,notonlyforthemselves,butalsotohelpothers.Inacommunityofpractice,knowledgeissharedandeventuallybroughtuptoalevelofstandardizationthatmakesitavailableforevenbroaderuse.


• Phase3:SystemsofInfluence.Thethirdphaseappearsnottobepredictable.

Suddenlyanewsystememergesintolifewhichhasapowerandinfluenceofitsown.Inthisphase,methodsdevelopedintheCoPsbecomestandards,andpeopleandorganisationsfromdifferentsectorsofsocietyadoptthenewwaysofworkingwithoutmuchresistance.

Basedontheseinsights,BerkanaInstitutehasdevelopedasetofrolestohelporganisationswhowishtofosterdevelopmentsintheabovedirection:

1. Namingrole,fortheidentificationoffrontrunners.2. Connectingrole,inwhichlikemindedpeoplearebroughtintouchwitheach

other.3. Nourishingrole,whichtakescarethattherightconditionsarecreatedfor

initiativestogrow,e.g.forgrouplearning.4. Illuminatingrole,tomakevisibleandexplainclearlythewealthofchoicesand

possibilitiesthenewsystemhastooffer.5. Terminalcare,theroletofacilitatethedecayoftheoldsysteminawaythatisas

healthyaspossible.WithmybackgroundinPRandmarketing,Icanseemanyinitiativeswheremyexperiencecanbeofvalue,particularlywhentheNamingandConnectingfunctionalityisrequired.Thechallengecurrentlyisintheformingofnourishingandilluminatingroles,withtheunderlyingquestionofhowtograduallyworktowardsbuildingthenewSCurveandsystemsofinfluence.


Meshwork,Network&CommunityofPracticeAMeshworkdiffersfromanetworkinanumberofaspects.Inanetwork,theindividualparticipantandhisorhergoalsisinthecenterofitall.Functionsofthenetworkcanbefindingaprincipalorclient,andgettingnewknowledgeorexperience.InaMeshwork,however,theself-interestoftheindividualisalignedwiththeoverarchinggoaloftheMeshwork.Participantsputthemselvesinserviceofthisbroadergoal,andatthesametimeparticipantsbringthebestofthemselvestotheprocess.Thiscreatesasituationinwhichtheycanalsoservetheirowninterests.Ontopofthat,abroadergoalprovidesadirectiontoinitiatives,andletsindividualparticipantsperceivewhatpieceofthepuzzletheyareholding.4.MeshworkingInPracticeTailoredApproachAndBasicStepsOverthelastfewyears,Meshworkingtrajectorieshaveunfoldedinverydifferentcontexts.Ineveryspecificcontext,andaroundeverytheme,atailoredapproachhasdeveloped,buildingonourrobustframework.Factorsdeterminingwhatisneededcanincludethecomplexityofthethemeathand,wherethethemeisontheDoubleSCurve,whichpartiesoperateinthatfield,howtheircooperationischaracterized,andatwhichlevelofmutualtrusttheycooperate.TakingintoaccountallthesefactorsmeansthattheMeshworkitselfisinaconstantstateofdevelopment.Butatthesametime,anumberofgenericbuildingblockshavebecomevisible,describedinthecasestudybelow.FromNovember26-28,2008,theconference,“ParliamentariansTakeActiononMaternalandNewbornHealth”tookplaceinTheHague,TheNetherlands.Thegroupof85participantsconsistedofparliamentariansfrom35countries,andrepresentativesoftheUnitedNationsandtheWorldHealthOrganization.Iwasaskedtosupporttheorganizersindesign,developmentandexecutionoftheconference.ThegoalwastospeeduptheprocesstowardtheUNMillenniumGoals4and5,improvingthehealthofmothersandnewbornchildren.WedesignedtheconferencetobeexperientialwithMeshworkingasthechosenapproachforvision,methodologyandpractice.Allparticipantscametogether,gotacquainted,sharedexperiences,andmetrelatedpartiesliketheDutchandEuropeanparliamentarians,theDutchindustry,NGOsandresearchinstitutes,allofwhomwereinsomewayparticipatingintheconference


program.Alsoparticipatingweretheinthatyear2008DutchMinisterofDevelopmentalCooperation,BertKoenders,andhiscounterpartofHealth,AbKlink,aswellasHerRoyalHighnessQueenMàxima(whowasthenPrincess),whopersonallystressedtheimportanceofmulti-stakeholdercooperation.Attheendofthethreedaysoftheconference,theRoadmapfortheMeshworkwasready.Thefollowingstepshadbeentaken:

• Identifyasharedcauseandgoalaroundthekeythemeorarea.InthecaseoftheMillenniumGoals4and5,participantswereawareofthenecessitytoact,andbetweenthemitwascleartheyalsohadtheknowledgetodoso.TheMDG5goals,andtheresearchofWHOandUNorganizations,providedthecommonthemeandpointofdepartureforthejourney.Duringtheconference,participantsdevelopedstories,imagesandvisionsforthefutureandofaworldin2015,inwhichtheoverarchinggoalindeedwouldberealized.

• IdentifythecrucialbreakthroughareaswhichhavetobeaddressedintheMeshwork.IntheoldgovernmentbuildingoftheSecondChamberinTheHague,roundtableswerepositionedtoenablevaryinggroupsoftentoworktogetherinaWorldCafesettinganddeterminebreakthroughareas.Inthethirdandlastround,participantswereaskedtogivetheirinputtodeterminethetopfiveareas:

- Commitmentofpolicymakers,- Education,- Legislation,- Financialsystems,- Healthsystemsandculturesincombinationwithvaluesandlifestyles.

• Identifytheconditionsforsuccess,andvalue-addedtotheoverarchinggoalfor

eachbreakthrougharea,anddetermineinwhatwaysthedesiredendstateisalreadyvisible.Intheareaofculture,forexample,conditionsweredefinedaroundmediasupport,linkingcultures,humanrightsandlegislation,andalsotheconditionstocounternegativeconsequencesbyplannedinterventionsinwhichdifferencesinvaluesandlifestylesareacknowledged.


• Foreachcondition,identifyalreadyexistingsolutions,cases,challengesand

activepartiesinvolved.AnIntegralMeshworkCaseAuditwastranslatedintoasimplequestionnaire.Ingroups,theparticipantsworkedwiththisquestionnairetocollectlessonslearnedandfindexamplesofsolutionsorcasesforeachlocalregion.Wherepossibletheselessonsandsolutionswerecombinedwithnamesofpeoplewithhands-onexperienceofthespecificcase.Thisinformationwascapturedintoanonlineinformationsystem,thusbecomingpartofthestructuredframework.(WeareenvisioningforthefuturethatwewillincludeSDiprofilingintheprocess,addingtotheglobalVitalSignsMonitorandservingconnectionandcoherence.)

• Identifythenextstepsforallparticipants.InanOpenSpaceprocess,participantswantingtotakesimilaractionscouldfindeachotherandmakeplansforfurthercooperation.Oftenincaseslikethiswetrytodesignanopenpodiumormarketplacewhereparticipantspresenttheirplansusingarangeofartforms.Thisisagreatwaytoofferotherstheopportunitytoconnect.Inthecaseofthisconference,themostappropriateformatwasadialogue.Thisofferedparliamentariansachancetoshareideasandstepstheywereplanningtotakeintheirhomecountry.Thiswasalsoawayforallindividualstoanchortheresolutionstheyhadmadeforthemselves.Theoveralltotalofbreakthroughareas,conditionsandsuccessstorieswasputintotheonlineMeshworkTemplate,asshowninthefigurebelow.Thecirclesdepictthebreakthroughareas,andtheblocksrepresenttheconditions.

Monitoring,ImplementationAndLearning:SystemsCarryingTheWholeInAComprehensibleWayInourexperiencetherearemanyeventsinwhichpeoplegather,inspireeachother,andco-createanddefineactions,butitappearstobearealchallengetokeeptheenergyhighintheperiodaftersuchanevent.It’salsoaproblemwhenpeoplegathertosynchronizeanddecideonactions,evenexecutethoseactions,butdonothavetheawarenessandbindingimpactofanoverarchinggoalandgrandvision.IntheMeshworkapproach,boththehighenergy,goalandvision,aremeanttobelinked.


Meshworktemplateasdevelopedinthe“ParliamentariansTakeAction!”case©THC&GaiasoftBesidesthearchitectureofconnectionsandrelationships,theorganizationalstructureisalsoofimportance.Theorganizationalstructurecanbeinsupportof,ordetrimentalto,therealizationofthegoalsandambitionsofaprojectorentity.Thedesignofnetworksandprojectsneedstobeattunedtotheprecisenatureofthecomplexity.Overthelastyears,MarcelvanMarrewijkhasfollowedourpracticeandlearningsanddescribesappropriatestructures.Inhisbook,Cubrix,zichtoporganisatieontwikkelingenperformance-verbetering(Marrewijk,2011),heconfirmsthatrigidmethodsofprojectmanagementarenotagoodfitforcomplexmulti-stakeholdertrajectoriesbecausethosemethodsdonottakenon-lineardynamicsintoaccount.Also,multi-stakeholdertrajectoriesseldomhaveahomogenousculture,whichmakesitnecessarytoconsciouslydesignanorganizationalstructurethatmatchessuchsituations.Furthermore,instrumentsareneededforthefacilitationofface-to-faceandonlinecooperation,sharingofknowledgeandotherresources,speedingupthelearningandinnovationprocess,andcapturingareasofinterest,roles,functions,sectorsandlocationswherepeoplecanbefound.AllofthishasledustoconnecttheMeshworkTemplatetotheMeshworkMonitoringandEvaluationpartsoftheGaiasoftsoftwaresystem.Thesystemasawholehas,youcouldsay,embodiedtheMeshworkintention,


andisdesignedwiththeeyeontheMeshworkprocessof“dynamicsteering.”Aftereachstepistaken,theattentionflowstothenaturalnextstep,whileatthesametimethepotentialtensionswhichareaconsequenceofthesteptakenbecomevisible.TheframeworkandscorecardsoftheGaiasoftsystemcanbeusedforstructuredmeetingstomonitorprogressandlookintotheactionsneededforsuccess.Inthiswaymuchbecomesvisible.Havingsaidthis,itisimportantthatparticipantsrealizethatscorecardsarenotmeanttobeusedforjudgementofindividuals,buttocreatetransparencyfortrust,supportandcooperation.PrinciplesAsASteeringMechanismOneofthechallengeswhicharisewhenwewanttodevelopaMeshworkisthelackofoneprincipalpartythatmakesthefinaldecisionsandbearsoverallresponsibility.Instead,thereareanumberofpartieswhicharedrawntoadeepercalling.Theyfeelcalled,butarenotabletoanswerontheirown,sotheycommitcollectivelytofindasolutiontogether,theThirdWin,asDonBeckcallsit.Fromexperience,wehavelearnedthattheformulationandaffirmationofprinciplescanhelptocreateanenduringcooperationwithrealresults,andcanevenbeacriticalsuccesscondition.ByfollowingtheMeshworkDefinitionProcesswedesignedforthispurpose,wecanquicklycometoasetofprinciplesforaparticularcase,andtothejointembodimentofthoseprinciples.AnexampleoftheprinciplesdevelopedwiththeMeshworkDefinitionProcess:

Principlesforcollaboration Description1. Wetakecaretoincludeallperspectives. Itisofcrucialimportancethat

representativesofalldifferentinterestsarepresent(thewholesystemintheroom),orthatthereareparticipantswhoareabletotakeanindependentposition,andfromtherecanbringinalldifferentperspectives.

2. Weaimatthehigher,overarchinggoal. 3. Wefocusonfunctionalityinsteadof

judgingwhoisrightorwrong.Whatisrightinsteadofwhoisright,sothatwearetakingtherightdecisionsandactionstogether.

4. Wemakeexplicitwhichuniquevalue-addeachandeverypartybringstothehighergoal,andappreciatethemforit.


5. Wemakeourownindividualinterestsanddrivesexplicittoeachother,andlookwithdeepattentionintothoseofotherparties.

Inthiswaywepreventhiddenagendasdisruptingtheprocess.Westriveforopennessbecauseitisacriticalfactortobuildtrustbetweenparties.

6. Weidentifyexistinginitiativesandresources,andcreatefocusandconnectionbycollectivelyaimingforsuccessinthebreakthroughareas.

Breakthroughareasarethemesthatneedourdedicationandworktogetthenecessarybreakthrough.

7. Weusefrictionandsupposedlyoppositeintereststofostersynergyandco-creation.

Weenterintoaconversationinsteadofmakingquickcompromisesnobodyreallywants.

8. WetakecarethattheMeshworkwillhaveaclearandrecognizableidentity.

ExampleofPrinciplesofCooperationdevelopedwiththeMeshworkDefinitionProcess©LeadershipInMeshworkingInmyeverydayworkinaMeshwork,Iamfulfillingseveraldifferentroles,suchasMeshworkinitiator,architect,groupprocesscounselor,facilitatorandspaceholder.Asstatedbefore,thereisnotamainleaderorkeydecisionmakerinaMeshwork.Inessence,allparticipantsintheMeshworkbearresponsibilityforreachingthehighergoal.Inmostcasesitisuptomeormyteammemberstobetheshepherdoftheoverarchingcollectiveinterest.Tobeabletofulfillthisrole,personalprework,continuousworkandadeeperconsciousnessarerequired,sensingcapacitiesareneeded,asarethecapabilitiestoformulatearelationalandenergeticdesign.In2009-2010adesigngroupwithinCHENL,consistingofthreemenandthreewomen(includingmyself),askedourselvesthequestion,”WhatwouldberequiredtodesignaMeshworkandaMeshworkcurriculum?”WewantedtocommunicateclearlyabouttherolesandcapabilitiesofaMeshweaver(apersonwhoplaysacriticalroleinthedesignandfacilitationofaMeshwork),becausewewantedtoenlargeourgroupofMeshweavers.Inanintenseandsacredprocess,asetofprinciplesemergedwhichwenamedthe“PrinciplesofSynnervation”.Synnervationmeansinterconnectingandvitalizing,andisthecorepracticeofmembersofSynnervate,theconsultinggroupofCHENL.Duringthisprocess,wemadeacleardistinctionbetweenthedifferentperspectivesandthefourquadrantsoftheintegralmodel:I/WE/IT/ITS.Alsowefoundthatspecificprinciplescouldberelatedtothechakras.Theprinciplesweformulated


thenweretestedandsharpenedduringaCHENLSalon,inaworkshopwithpeopleofwidelydiversebackgrounds,andinvarioussettingsofTheHagueCenter’sprojects.

PrinciplesofSynnervation©CHENL


PrinciplesofSynnervation©CHENL


HowCanThesePrinciplesBeUsed?Imakeuseofthoseprinciplesinseveralways,dependingonmyownneeds,thatofthegroupandgoalsatagivenmoment.Afewexamplestoillustratepossibilities:

• IntegralprinciplesusedtodefinethepracticesofSynnervation.• Designprinciplesusedformeeting,groupworkorMeshworks.• Principlesusedforintegralcooperation.• Affirmationstotouchandawakenourchakrasandenergysystem.• Healing,connectingandvitalizingprinciplesusedtostrengthenoneness

consciousness.• Principlesusedtotouch,invokeandsetfreethecomplete(whole)spectrumof

humancapacities.BasedonmyexperienceInowadaystendtolookatthefocusIwillneedandtheprocessthatIserve.InthestartupphaseofagroupitcanbefunctionallycorrecttostartwiththeIprinciples,invitingandallowingeverypersontobefullypresentandcentered.TheWEprinciplescanplayaroletostrengthenthecohesionwithinthegroup.WhenIamworkingtogetherwithanotherfacilitator,wewilldothistogether.Dependingonthelevelofconsciousnessofthegroup,andwhenrelevant,Iwillbringtheprinciplesintothecircle.IncaseofateleconferenceIsometimesreadthemoutloudasaformofsupportforalignment.IntheMeshworkteamJuanCarlosKaitenandIleadoftenpeoplefromeightcountriesinPuertoMorelos,CancunMexico,fortheUNCOP16in2010,wemadeuseofthePrinciplesofSynnervationonadailybasisandcombinedthemwithaseriesofbalancingyogaexercises.ResonatingLeadershipandECOIntentionTheprinciplesofresonatingleadershipformulatedbyHansAndeweg,CenterforECOIntention(formerlyECOtherapy)intendedtodirectattentionandintentionofanorganization,fitwellwithmyownworkandexperiencesinSpaceholdingandMeshworkShepherding.PrinciplesOfResonatingLeadership

• Innerpeace.• Awarenessofthewhole.• Capacitytosenseintothewhole.• Expertiseandexperience.


• Define,visualizeandaffirmgoals.©HansAndeweg,CenterforECOIntentionIconsciouslyworktowardscreatingaheartconnectionwiththeparticipantsandthehighergoalandwithmypersonalintentiontocontribute.ThefouryearvocationalcoursePractionerinECOtherapy/ECOIntention,EnergeticguardianshipforEconomicalandEcologicalbalancehasdeependmypractice.ECOIntentionisawelldefinedandscopedmethodforthedevelopmentandimprovementofthevitalityandself-organizationofsystems.Itisapplicabletoanatural,ecologicalsystemaswellasforahuman-madeeconomicenvironmentandcanbeusedinsystemicchangeprocessesItcanbeappliedworldwide,bothonasmallandlargescale,inco-operationwiththeresponsiblemanager(henceforththeenergyguardorguardian).5.ResultsAndLessonsLearnedOverthelastyearsourexperiencewithallthedifferentaspectsofMeshworkinghasbeengrowing.Meshworkingpracticesarestillyoungandundercontinuousdevelopment.Muchhasbeenprobedandhasproventobemore-orless-successful.Therearerecentinitiatives,andthosewhichlastedonlyforashortperiod.Allthismakesitdifficulttoindicatetheoutcomesandexactresultsforagiveninitiative.ItisalsocomplexsometimestopointoutwhichoutcomesaretheeffectsofMeshworkingandwhichareattributedtoothercauses.Examplesoflessonslearned:

• Particularlyincaseswherenoinvestmentsweremadeinharvestingand“communitygardening”,ithasproventobedifficulttokeeptherightlevelofattentionandfocusontheMeshworkRoadmap.MeshworksrequirealongerprocesstodevelopinwhichitisimportanttoreallykeeptheRoadmapalive.Inanumberofinitiativesonlyonelargemeetingtookplace.

• ParticipantsfinditdifficulttobringthecommitmentstheymadetotheMeshworkwiththemintotheirdailyworkandfindtherightadaptationstherein.Mostofthetimetherewerenofinancialmeanstoprofessionallysupportthisprocess.Inthemorerecentinitiatives,wearelookingforwaystocreateandmaintainlongtermconnectionsamongstothersbyinvestinginthedevelopmentofstrategicpartnershipswiththerelevantpartiesinagivenfield.

• Overall,participantsarepositiveaboutthecooperationwithrelevantpartnersforacollectivehighergoal.


• Participantsoftenstatethattheyexperiencearenewedpassionfortheirownwork,becausetheyhaveseenthattheyareholdinganessentialpieceofthewholepuzzle.Partiesmentionthatworkingcollectivelytowardsahighergoalhasmadeiteasiertocooperate,becausethehighergoalliftsupthespiritstoalevelaboveday-to-dayworkingrelationships.

Toillustratethis,Irespectfullyciteafewwordsfromthefinalspeechofthe“ParliamentariansTakeAction!”2008conferencebyMrs.Mafubellu,AssistantDirectoroftheGeneralWorldHealthOrganization,“MythankscertainlyalsogotoMeshworkforbringingtogethertheelementsfortheRoadmapandparliamentaryaction,andinparticulartoAnne-MarieVoorhoeve,whostoppedusfromonlytalking,butforcedustoputourheadstogetherandworkonconcretegoals,conditionsandactions.”6.Finally-MeshworkShepherdingWorkingwiththePrinciplesofSynnervationandtheprinciplesofresonatingleadership,andbringingintheexperiencefrommypersonalpractice,havemademebecomemoreawareofmyownintuitivecapacitiesinleadershipdevelopment.LetmegiveanexamplethatisrelevantforMeshworkShepherding.Inowoftenmaketruthfulchoicesnotonlybasedon”knowing”,butalsobasedonsomethingofatotallydifferentnature:Icansenseakindofpulsationinmybellyandafeelingofawe(awesome)arisesinme,whilemybreathingtendstodrawinward.InsituationswhereIgetthesesensations,myexperiencehasleadmetotrustthisinformation,Basedonthistrust,Isummonthecouragetosayyestothis,andbringsomethingoutintheopen,somethingthatpertainstowhatIorthegroupneedstodo,evenifitisnotclearyetwhatthissomethingisexactly.Thissignal,expressedbymybodyissostrongthatIamabletofollowitwithease,curiosityandwonder.SothefocusformeshiftstotheevolvingTurquoiseelementsthatseemtoemerge.ConcerningMeshworkingthisrequiresthefurtherdevelopmentanddeepeningofthemethodsforco-creatinginmultipledimensions,practicingthedesignoftheenergeticarchitecture,expectingthatthesecouldconditionthevitalityoftherelationalandmaterialarchitectureofoursociety.ThisisthepathtofurtherprofessionalexpertiseinoperatingintheroleofMeshweaverandtofulfillmypersonalpurpose.ToservetheendofexpressingTurquoiseinorganizationalforms,IagreedwithCHENetherlandsin2013totransformTheHagueCenterintoatotallyseparateorganisationwithitsown


responsibilities.JuanCarlosKaitenandMonaRabiecontinuewithmeonthisamazingjourney;otherpioneeringsoulshavejoinedus,andfrom2014THCTheHagueCenterforGlobalGovernance,InnovationandEmergenceisanofficialcharitablefoundationregisteredinTheNetherlands,withTHCnodesinMexico,EgyptandCanada,exploringTurquoiseanddevelopingMeshworkingprocesses.IamgratefulforthesupportoftheCHENetherlandsSoulsinRolesinthistransformationandforthecourageoftheTHCteammemberstostepintothisadventurewithme.Flourish!TherearestillmanyquestionsaroundMeshworkingwecannotansweratthismoment.Wewillgoonseekingandexploring.Fromthetensionofnot-knowingcomesacreativeforce.Fromengagementandsharingwegetclarity,insightsawakeninus,andourvisiongrows.Andfromthis,again,newquestionsarise.Itismyintentiontocontributetowholenessintheworldandco-createwiththecosmos,andMeshworkingwillfacilitatethisend.Myoverarchinggoalisaheartthatisforeveropen,filledwithloveandcompassion.TowardsthatendIamexperiencinghowcontinuouslysensingtheheartisanartinitself.Still,sensingisevenbroaderthanlisteningtotheheart.ItincludesbeinginSource,inourdeepestself,listeningnotonlywithourearsbutwithalloursenses,totheknownandtheasyetunknown.Thisallrequiresthedisciplineofadailypractice.Firstandforemost,itasksustoacknowledgethatourthoughtsandmindscreateanimageoftheworldthatdoesnot,perse,reflectthefullreality.Tostepontheroadtogethertodiscoverwhatthefullrealityholds,isafascinatingaimandinterest,towhichIsurrenderwithheartandsoul.Thankyouallformeetingmesomewherealongthisroad.Vreeland–TheHague,TheNetherlands,2012-2014Meshwork™isatrademarkoftheCenterforHumanEmergenceNetherlands(asasocialprocess)andGaiasoftIPLtd(asatechnologyplatform).TheMeshworkDevelopmentProcessisaGaiasoftFramework,Copyright©2006-2010GaiasoftIPLtd.


BibliographyAndeweg,H.(2009)InResonancewithNature:HolisticHealingforPlantsandLandbyFlorisBooks,Edinburgh,UKAndeweg,H.(2011)ScheppendLeven,overdegrondbeginselenvanenergetischbeheer,JuwelenschipUtrecht/AntwerpenAndersonC&RodkeK,(2008)TheCo-Creator’sHandbook.GlobalFamilyNevadaCity,CAUSAArtofHosting(2008)“HostingasArt”.(http://www.artofhosting.org/theart/)December6.ArtofHosting(2008II)“MainMethods.”(http://www.artofhosting.org/thepractice/methods/)December6.Beck,E.D.,CowanC.C(2006).SpiralDynamics:masteringvalues,leadership,andchange.BlackwellPublishing:Oxford(Firstpublished1996)Beck,E.D.(2007)“TheMeshworksFoundation:aNewApproachtoPhilanthropy,ASpiralFullofFoundations”http://www.thehaguecenter.org/publications/(http://www.humanemergencemiddleeast.org/Meshworks-foundation-philanthropy.php)December19,2008.BetsJ.,FourmanM.,MerryP.,VoorhoeveA.M.(2008)DevelopingARoadmapAndMeshworkForMillenniumDevelopmentGoal5,Buildingatemplateforin-countryimplementationandaglobalcollaborativenetworktoaccelerateachievementofMDGs4and;Casestudyatthehaguecenterhttp://www.thehaguecenter.org/publications/CurrivanJ.(2012)8thChakraWhatItIsAndHowItCanTransformYourLifeHayHouseUKLtdLondon,UKDawlabaniSE,(2013)MEMEnomicsthenext-generationeconomicsystemSelectbBooksNewYork,USA Fourman M. (2013); KEPSA Advocacy Management System Case Study July 2013 0.1.pdf; Gaiasoft , London, UK Hamilton,M.(2008).IntegralCity:EvolutionaryIntelligencesfortheHumanHive.NewSocietyPublishers:GabriolaIsland,BC,CanadaLaszlo,E.(2010)YouCanChangetheWorld:TheGlobalCitizen'sHandbookforLivingonPlanetEarthSelectBooks,NewYork,USA


Marrewijkvan,M.(2011)Cubrix,zichtoporgansiatieontwikkelingenperformance-verbetering.VanLindonk&deBresSpecialProjects,Amersfoort,NLMarxHubbard,B.(2012)Birth2012andbeyond.Humanity’sgreatshifttotheAgeofConsciousEvolution.ShiftBooks,USAMarxHubbard,B.(2011)52CodesforConsciousSelfEvolution.AProcessofMetamorphosistoRealizeOurFullPotentialSelf.FoundationforConsciousEvolution,SantaBarbara,USAMerry,P.(2006).EvolutionaryLeadership.Altamira-Becht:Haarlemhttp://www.petermerry.org/blog/books/evolutionary-leadership/MerryP.withHordijkA.;VoorhoeveA.M.;RienstraJ.;SchuitemakerL.:TurquoiseResearchProjectPhase1reportinhttp://www.humanemergence.nl/uploads/2013/03/Turquoise-Research-Project-Phase-1-Report.pdfMIDIRReport1.2(2007)Del.1.2:“Scalableresilienceandriskgovernanceincludingguidelinesonstakeholderinvolvement.”MIDIRProject:MultidimensionalIntegratedRiskGovernance.MIDIREUGlobalBestPracticeResearchFindingsinSixthFrameworkProgrammeoftheEuropeanCommission,Brussels,BelgiumMIDIRReport2.4(2008)Del.2.4:“OnlinetoolsfordevelopingSustainabilityandResilience.Methodology,experienceandcosteffectivesolutionsfromMIDIREUResearchproject”.MIDIRProject:MultidimensionalIntegratedRiskGovernance.MIDIREUGlobalBestPracticeResearchFindingsinSixthFrameworkProgrammeoftheEuropeanCommission,Brussels,BelgiumOwen,H.(2008)OpenSpaceTechnologyAUser’sGuide,BKSanFransisco,USAPineII,B.J.,Gilmore,J.H.(1999)TheExperienceEconomy.HarvardBusinessSchoolPressBoston,Massachusetts,USAScharmer,CO.(2007)TheoryU:LeadingfromtheFutureasitEmerges,BKSanFransisco,USAScharmerCOandKauferKatrin(2013)LeadingfromtheEmergingFuture:FromEgo-SystemtoEco-SystemEconomics,BKSanFransisco,USASchuitemakerL.,(2011)De5kindconclusies,MERXMedia,AmsterdamNLTheWorldCafe(2008).“Homepage.”(www.theworldcafe.com),December2.TheHagueCenter&Gaiasoft(2010)YES Meshwork - mini case study June 2010athttp://www.thehaguecenter.org/publications/


TheHagueCenter(2009)DevelopingaroadmapandmeshworkforreducingglobalCO2emissionsby80%by2020PreparatoryConference,2020ClimateLeadershipCampaignBeloHorizonte,Brazil,4-7August2009CaseStudyhttp://www.thehaguecenter.org/publications/Voorhoeve,A.M.(2012)Bloeidoorcoherentie?InBloei!Werkenaangelukinorgansiaties.Asoka,2012p224-244Rotterdam,NLVoorhoeveA.M.,MerryP.HordijkA.,(2012)MESHWORKING–SAMENWERKENAANDOORBRAKENRICHTINGEENDUURZAMEWERELDCreërenvancoherentieenopschalingineenrijkediversiteitaaninitiatieven.WorkingPapernr.32indeserie‘DuurzaamOrganiseren� Doen!’NijmegenSchoolofManagement&Kluwer,Nijmegen/Deventer,NLVoorhoeveA.M.,HordijkA.,MerryP.(2013):Meshworking:samenwerkenaandoorbrakenrichtingeenduurzamewereld.In:WerkenaandeWEconomy,Duurzaamheidcoöperatieforganiseren.RedactieJanJonker.P191-209Kluwer,Deventer,NLWheatley,M.,Frieze,D.(2006)“UsingEmergencetoTakeSocialInnovationtoScale”.TheBerkanaInstitute,p.1-7.BKSanFransisco,USAWheatley,M.(2006)LeadershipandtheNewScience.BKSanFransisco,USAWilber,K.(2001).ATheoryofEverything.Shambhala:Boston,USA

YESAlexandriaFebruary2011,AYESteammeetingfocusingontheYouthEnterpriseGenerator(AClintonGlobalInitiative)Alexandria,Egypt:February24�26,2011HostedbytheLibraryofAlexandriaEgypt,facilitatedbyAnne-MarieVoorhoeve,TheHagueCenterCasestudyathttp://www.thehaguecenter.org/publications/Articlesreferredto:http://www.slideshare.net/morelfourman/dutch-govt-cross-ministry-oversight-and-knowledge-sharing-for-sustainabilityhttp://www.slideshare.net/morelfourman/complexity-performance-management-global-corporate-citizenship-091105-draft-110?related=4“DoorbrekenmetduurzaamheidMeshworking-sessieoverwaardeketenenmarketing”HermanWijffels,Anne-MarieVoorhoeveenPeterMerryvanCenterforHumanEmergence(CHE)eenrondetafelgesprekmet15marketingexecutives.TijdschriftvoorMarketing,april2012Download(pdf)http://www.humanemergence.nl/uploads/2013/04/TvM-april-2012-Doorbreken-met-duurzaamheid.pdf


‘Marketingenikzijnvriendjes’InterviewmetHermanWijffelsenAnne-MarieVoorhoeveoverleidenderoldiemarketeerskunnenspelenin‘cool’makenvanduurzaamheidalslevensstijl.TijdschriftvoorMarketing,december2011http://www.humanemergence.nl/uploads/2011/12/Tijdschrift-voor-Marketing-Dec-2011-Het-nieuwe-realisme-van-Herman-Wijffels.pdfKrachtenBundelenrondKennisvoorOntwikkelingssamenwerkingCHESynnervateforministerievanBuitenlandseZaken,http://synnervate.nl/wp-content/uploads/2015/01/Krachten-Bundelen-rond-Kennis-voor-Ontwikkelingssamenwerking-Ard-Hordijk.pdfPartsofthisessaywerepublishedinDutchin2012inthebook:Bloei!,editedbyKeesKlompand:ISBN9789056702892,NUR800,739.Thisessaywillbepublishedinthefollowingbook(involume1)onSpiralDynamicsin2015.TheGravesianModelofHumanEmergence;LevelsofHumanExistenceVol1:InnovativeDevelopment:EmergingWorldviewsandSystemsChange.Vol2:DevelopmentalInnovation:EmergingWorldviewsandIndividualLearning.TomChristensen,EditorReleasedateAugust,2015.www.graves3g.com

February2015,Vreeland–TheHague,TheNetherlands,Drs.Anne-MarieVoorhoeve,founder-strategicconnectorTHC-TheHagueCenterforGlobalGovernance,InnovationandEmergenceanne-marieatthehaguecenter.orgwww.thehaguecenter.org;nl.linkedin.com/in/annemarievoorhoeve/