Talk from Harald Katzmair @ D4R, The Hub, Berkeley 4/12/2010

Resilience Thinking

Networking Strategies for Building

Adaptive Capacity

Harald Katzmair(Founder and Director, FAS.research)

1© 2010 FAS.research, all rights reserved4/13/2010

FAS is a social Network Analytics & Strategies company. FAS maps key drivers and key influencers in markets, organizations, online ecosystems and develops strategies to leverage the power of networks for advocacy, campaigning, lobbying, marketing, key account management and social change.

© 2010 FAS.research, all rights reserved 24/13/2010

4/13/2010 3© 2010 FAS.research, all rights reserved

http://www.esicm.org/Data/upload/images/file/Lisbon 2008/LI08 - Pub Octa.pdf

Resilience: Being robust, strong and upright

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Resilience: Thriving where challenges are enormous


Thriving where cyclical destruction rules


Resilience Definitions

(Business) Life as a process of generativedisruption and creative destruction.

Resilience defined as being able to deliver value under changing conditions.

Resilience defined as capacity to adapt to andshape change.

Resilience defined as capacity to operate, respond & react under critical conditions (stress and disturbances).


Resilience and Managing Uncertainty

If we are not certain about the future, let’s be prepared for a range of futures.

Build resilient networks as strategy to hedge uncertainties.

If the future is uncertain we have to redistribute the power to participate in the problem solving process.


Resilience as Capacity Building Capacity is a power, a resource, a capital.

Capacity building requires a strategy to capitalize and re-capitalize people, communities and organizations to increase their potential to act and react (agency).

Capacity building has two currencies: resources (money) and stories (meaning and memory).


Sciences of Resilience

Positive Psychology

Systems Ecology

Material & Engineering Sciences

Complexity Theory

Network Theory


Understanding Networks

1 social circle Not overlapping social circles linked through a Broker

Multiple overlapping social circles, Broker as “Hybrid”,

as “Multiple Insider”

Closure Network Brokerage Network Structural Fold Network


Understanding Ecological Resiliency


Capacity to

re-invent

yourself!

Features of Complex Adaptive Systems

Life on the edge of challenge and opportunity (Kaufman’s “Edge of Chaos”)

Diversity

Modularity

Short feedback cycles

Self-organization

Openness


What blocks resiliency?

Lack of understanding

Lack of resources

Lack of willingness


Lack of willingness: The Case of Jordan


The Centralized Solution Strategy Centralized, hierarchical disempowering social

structures not set up for managing change.

Centralized solution strategies in the context of over-abstraction of aquifers have significantly failed so far, though still dominate the mindset of policy makers (the King, Allah, the Americans, they will fix it)

Water is not regarded as a commons, nobody owns the problem = no participation (supportive environment for fraud and corruption)


Centralization as Fallacy of Power

Centralized Mindset = one attractor, one idea, one drug, one focus, one solution, one operating system.

Jordan is a symbol, it’s everywhere where we try to solve “wicked problems” with a centralized mindset.

If the solution is uncertain, we rather have to redistribute the power to participate in the problem solving process, to hedge the risks of not knowing.


What can we learn from Design Thinking to improve the governance process?


Design Thinking Cycle (by George Kembel)

Empathy: Understand and observe latent needs.

Framing: Define the problem you want to solve.

Ideating: Brainstorm alternatives to solve the problem.

Prototyping: Build low resolution prototypes.

Testing: Test among the group you studied latent needs.

© 2010 FAS.research, all rights reserved194/13/2010

Design Thinking

We don’t want to discover the only one “best solution” but the best “good enough solution” given the fact that we don’t know everything, information is wrong and incomplete and constantly evolving.

Robust decision making: “satisfying” and not “optimizing” as attitude to assess goal functions

Resilience: A change in the mindset, a change in the process to discover solutions (a social innovation, not a technical solution)


Adaptive Co-Management Cycle as Governance Implementation of Design Thinking Principles

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Explanations

Evidence

Policy Alternatives

Observations


10 Principles of Adaptive Management1. Create frame and story to envisioning a common future

2. Create open arena to share experiences and observations

3. Share models and explanations of reasons and causality

4. Develop portfolio of policy alternatives

5. Offer arena and marketplace for ideas and pilot projects

6. Participation of funders, sponsors, donors, enablers

7. Discuss outcome (evidence) of pilot projects

8. Diffuse success stories

9. Monitor implemented developments

10. Communicate progress and outcome


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Stakeholder Mapping for Stakeholder Dialog


Applied FAS Technologies and Tools

Evidence based Influencer Mapping (EIM)®

Participatory Impact Analysis (PIA) ®

Participatory Resilience Assessment (PRA)®


Jordan Stakeholder Map (anonymized)


Cross Boundary Influencers: Influencers linking different (ethnic) groups.

Cross Scale Influencers: Influencers linking different levels of time and space: community level, village level, market level, clan level, state level.

Cross Role Influencers: Influencers linking innovators, networkers, leaders, facilitators, implementers, sense makers, investors, incubators, bureaucrats, entrepreneurs etc.


Types of Influencers

Stakeholder Dialog


7 Dialog Domains

1. Change the Crop Pattern2. Improve the Land Management Pattern 3. Improve Use of Efficient Irrigation 4. Increase Use of Treated Waste Water 5. Improve Exchange of Experience among Farmers 6. Diversify Income Sources or Leave Agriculture 7. Resolve Use of Illegal Wells and Land


Summary1. Resilience perceived as a social innovation, a way to

hedge the risks of not knowing through cross scale and cross boundary collaboration in networks.

2. Building up adaptive and responsive capacity requires a Network Map and a Networking Strategy to identify and bring together Key Influencers embedded in Structural Fold Networks (intersection zones between different types of institutions, knowledge and social memory)

3. Strategies for building up adaptive capacity can learn from tools and work styles established in design and engineering (observing, framing, ideating, prototyping, testing, robust decision making)


The D4R Movement

From San Francisco to Vienna!

From Jordan to Yemen!

From Hub Berkeley to…. ?


Contact

mailto: [email protected]

www.fas-research.com


Harald Katzmair, PhD

(Founder and Director)

mailto:[email protected]

http://www.fas-research.com/



Resilience Thinking

Thank you for your Attention!

Harald Katzmair(Founder and CEO, FAS.research)


Talk from Harald Katzmair @ D4R, The Hub, Berkeley 4/12/2010

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