Christell Nassauw’s Post

ANZSOG Dean and CEO Caron Beaton-Wells makes some excellent points about collaboration and public sector capability in this recent article. For example: "In rebuilding our sector’s capability, we need to systematise a ‘public service plus’ approach, engaging with and harnessing the perspectives of academia, business and not-for-profits in a way that complements and extends the know-how of the public sector.....There are many smart and talented people in our public services. But if getting smart people in a room together was enough our problems would already be solved. Old models and thinking won’t work in our connected, decentralised digital age. Real partnerships involve new cultures and accountabilities that encourage sharing information, data and even decision-making, probably in ways that are counter to the instincts of many public servants." stay.https://https://lnkd.in/ga6YRE4j ANZSOG - The Australia and New Zealand School of Government

We’re evolving our governance framework to nurture the thriving growth of our local community. In recent years, as the scale and influence of the #BCorpCommunity grew, it became clear that a new model of stewardship and governance was needed for our region—one that would ensure maximum #transparency, #accountability, and #inclusivity, fortifying our foundations for the future. This is how our refreshed governance structure came to take shape, or, as we like to call it, our horizons of governance — made up of four separate but interconnected groups: B LAB AANZ TEAM - A small and mighty team working across Certification and recertification, and advocating for impact-driven workplace change in our region. BOARD OF DIRECTORS - Appointed by B Lab and responsible for governing operational strategy and ensuring compliance with our legal obligations. THE B COUNCIL - Serves to formalise the voice of #BCorps in B Lab AANZ’s direction setting. Made up of representatives from Australia and Aotearoa New Zealand’s B Corp community, alongside B Lab AANZ’s CEO and board, its purpose is to engage with the community of B Corps and grow the impact of the movement in the region. THE HORIZON COUNCIL - Currently in development, The Horizon Council will bring a wider perspective and moral authority to the B Council, board, B Lab, and B Corp movement. This piece of the governance puzzle will open up our organisation to more voices, perspectives and deliberation and also formalise engagement spaces — increasing the participation of, and accountability to, the movement it seeks to build and sustain. The Horizon Council will be open to all B Corps, partners, and stakeholders. 📲Want to know more? Dive into our Annual Report to discover the annual developments from B Lab AANZ, explore our year in numbers, and immerse yourself in inspiring local B Corp stories. https://bit.ly/46IQtnW 💬Join the conversation. In the comments, Let us know how your business's governance has evolved and supported your impact aspirations over the years.

The can-do energy and deep wisdom in this wonderful post by Anne Pordes Bowers and Charlotte Augst reflects brilliantly what the 'offer' from civil society to mission-driven government can look like. Who wouldn't want (especially in these urgent times) to crack on with collaborating deeply with all these guys?! Crucially, Anne and Charlotte note the importance of enabling "..stakeholders, partners and people to bring their assets AND TO CREATE A SPACE that Government, as a very powerful actor, holds and fosters, but that it cannot own" (emphasis added). I think it's the production, curation and sustaining of this creative space that needs a lot more thought. The spaces we work in tend to reflect and maintain dynamics of power and control that get in the way of new collaborations and energised innovation. If we really want to harness the power of everyone to address our urgent challenges, we need to create new spaces that feature and nurture new methods and new relationships. Government (at any level) doesn't know how to do this: it needs to ask for help. [Whispers: Giving up old fashioned power and control might not make you less important. In fact, it can create new energy, new impact, and - oh! - all sorts of fun.] As an aside, in my head/practice there's also deep connection here to the profound and generative disruption brought by social imagination thinking... Eh, Hannah McDowall?

Becoming B Lab UK certified in July 2023 marked a significant milestone for us. In our recent Totum Purpose Impact Report 2024, we share our community impact, creating a sustainable future and how we use collective action for change. To read the full report https://lnkd.in/eMPjiGY6 #communitypartners #sustainablefuture #purposeimpact

Lessons for policy practitioners having to grapple with public policy challenges: Olga Siemers and Dr Ileana Daniela Serban identify the policy behaviours that are related to either taming complexity or coping with complexity in Siemers, O., & Serban, I. D. (2024). New development: Addressing wicked policy problems through cross-government collaboration—Insights from the UK context. Public Money & Management, 1–5. https://lnkd.in/eZ6PKkqB Policy problems are getting increasingly complex (for example regulating AI, dealing with sustainable development, climate change prevention, and promoting long-term integration frameworks for refugees and migrants). Their recommendations for practitioners include: "•First, when observing the policy problem at hand, they should [allow] enough time for reflection, exchanging divergent perspectives to create a shared multifaceted understanding of the policy problem.  •Second, when policy-makers move on to the next step of designing a policy intervention, they should shift to [a] taming behaviour to integrate all the diverse perspectives and reflections into a joined-up and actionable policy framework. Taming complexity assures coherence and effectiveness in policy implementation and is required at this second stage. •Finally, policy-makers should shift again, adopting the coping with complexity behaviour. This is to allow for the final round of reflections. This reflexivity helps understand if any important aspects of the policy problem, gathered during the initial stage of observing complexity, were either lost during the subsequent taming stage or remained unaddressed while aiming for coherent and actionable policy design".

How can organisations effectively position themselves as responsible contributors to society? This was one of the questions I asked myself six months ago, outlining my Master’s thesis. And just before the summer holidays, I defended my findings. Here is the good news: You do not have to solve society's most daunting challenges to participate meaningfully in the public debate 📣 One of my findings was that through strategic partnerships organisations can effectively contribute to society indirectly. Another was that despite differences in values and cultures across geographies, global organisations can fulfil their ambition of making an impact by empowering their local member firms and surrendering sovereignty to them 🫱🏻🫲🏼 Now, why is this important? Because studies show that organisations are facing increasing pressure both externally and internally when it comes to expectations regarding corporate social responsibility. Fortunately, my findings were well received and resulted in a Master of Science in Political Communication and Management 🏆 And there I stood, moments after my defence, trying to find the perfect stance for the victory photo – because nailing the pose is the real test of a thesis defence! 📸

Part 1/2: Chapter 14: The Dynamics of Influence and Impact As Jayne and Dr. John delved deeper into the mechanics of stability and governance, their discussions took a more nuanced turn, touching upon the dynamics of influence and the impact of seemingly minor forces in shaping societal outcomes. Jayne, with her keen insight into the complexities of leadership and control, introduced an intriguing analogy to Dr. John, comparing the potential impact of policies and decisions to the mechanism of a bullet. The Bullet Analogy: Small Forces, Significant Impact Jayne explained, “Bullets are small, but with their spring-action mechanism, they create significant damage when directed at a target. This is not just about the force but the precision and the mechanism that amplifies their impact.” This comparison was not about violence but rather the precise and calculated application of force to achieve a desired outcome. It was about understanding how targeted, well-designed actions could yield disproportionate effects. Dr. John immediately grasped the depth of Jayne’s analogy, recognizing its implications for their work in governance and societal change. The idea that small, well-conceived actions could have a large impact resonated with him, particularly in the context of their efforts to steer their society towards stability and prosperity. He saw the parallel in the functioning of gravity-assisted mechanisms—where the natural pull of gravity amplifies an object’s impact, much like the societal impact of well-targeted policies and initiatives. Applying the Bullet Analogy to Governance The conversation between Jayne and Dr. John evolved into a strategic session on how to apply the bullet analogy to their governance model. They explored how targeted interventions, like carefully crafted policies or initiatives, could act as “bullets” in the societal fabric, creating significant positive changes or neutralizing negative elements that threatened stability. Jayne emphasized the importance of precision in this approach. “Just as a bullet must be aimed with precision to achieve its intended effect, our policies and interventions must be meticulously planned and executed to hit our targets—whether those are economic disparities, social injustices, or environmental challenges,” she noted. To be continued

In ‘Conform and Oppose through Numbers: Quantifying Hybrid Organizations at the International Cooperative Alliance’ authors Benjamin Huybrechts, Dylan Nelson, Teresa Nelson, Noreen O’Shea, and Frédéric Dufays explore how hybrid organizations, especially cooperatives, balance conformity and opposition to mainstream market norms through quantification. Their research introduces the concept of formative quantification and identifies filtering mechanisms like validity searching and values queuing, which help these collectives maintain distinct values while achieving legitimacy. This study extends hybrid tension management theory to the inter-organizational level, providing insights into collective approaches for addressing societal challenges. Read the full paper here: https://bit.ly/3LADD1g #HybridOrganizations #Quantification #Cooperatives #ManagementStudies #Research #JMS #JMS_Journal #Wiley

Something is happening over at X This is what Kevin O’leary has to say about it. ”Elon doesn’t need a mandate, he has X. Through it, he can expose wasteful politicians directly to voters, holding them accountable. If they fail to act, he’ll call them out. That kind of power is unstoppable” I think as more people around the world recognize this new form of influence, we, the people, can shape our towns, communities, cities, and even countries through our voices, guiding our leaders to take the right actions. You are now the Media + Crowdsourced Governance X has become a Global Town Hall. By leveraging X, we have the ability to bring global attention to critical issues. Features like community notes are already helping correct misinformation, disinformation, and propaganda, fostering transparency. These are transformative times for the Creator Economy. Now, your voice and actions carry unprecedented weight. This type of empowerment is something the elite 1% would rather suppress, as it disrupts their agendas. But with this collective strength, we can confront and challenge those who prioritize personal greed over the well being of the majority. This shift is Crowdsourced Governance. Through collective awareness and collaboration, we’re filling a gap in oversight that allows for better checks and balances. When we expose inefficiency, greed, or harm, we erode the systems that let it persist. In essence, we are now: - The media (spreading information). - The judge (evaluating and holding accountable). - The witness (ensuring visibility and transparency). - The amplifier (giving issues a global stage). - The enforcer (ensuring actions are taken or demanding change). This is participatory democracy in its most modern form, using tools like X to give power back to the people. Indeed, these are wild, revolutionary times. ____ Enjoyed this content? Sharing is caring! ♻️ Repost to your network and follow Ken Cato for more insights.

Public Works Partners knows that strong and diverse coalitions are key to tackling our nation’s most pressing challenges. With equity and justice at the forefront, we’re proud to share our game-changing approach to coalition-building: the 3P Checklist. This powerful tool simplifies the process into three clear stages—Purpose, Partners, and Plan—guiding you through critical questions and checkpoints. Are you an organization in the early stages of coalition-building? Take action now. Check out our 3P Checklist to elevate your coalition and drive meaningful change. Together, let’s forge partnerships that advance equity and justice for all. https://lnkd.in/gh5-hQ59