Meshwork for the Brazil 2020 Climate Campaign
The 2020 Climate Leadership Campaign was initiated by the State of the World Forum as an attempt to help humanity organise ourselves to do what the scientists say is necessary, if we are to avert runaway climate change and all the implications. Through the CHE's Hague Center we co-designed and lead the facilitation of the launch event in Brazil in August 2009 and continue to be at the heart of the Campaign with our meshworking practice and technology.
The process, supported by the city of Belo Horizonte and the State of Minas Gerais, combines leadership and convening (by State of the World Forum), facilitation (by The Hague Centre) and online collaboration and monitoring (supported by Gaiasoft) in preparation for large-scale implementation.
Read the case story [PDF]
The 2020 Climate Leadership Campaign was initiated by the State of the World Forum as an attempt to help humanity organise ourselves to do what the scientists say is necessary, if we are to avert runaway climate change and all the implications. Through the CHE's Hague Center we co-designed and lead the facilitation of the launch event in Brazil in August 2009 and continue to be at the heart of the Campaign with our meshworking practice and technology.
The process, supported by the city of Belo Horizonte and the State of Minas Gerais, combines leadership and convening (by State of the World Forum), facilitation (by The Hague Centre) and online collaboration and monitoring (supported by Gaiasoft) in preparation for large-scale implementation.
Read the case story [PDF]
Het akkoord van Schokland
Over half a million women still die each year from treatable and preventable complications of pregnancy and childbirth. The odds that a woman will die from these causes in sub-Saharan Africa are 1 in 16 over the course of her lifetime, compared to 1 in 3,800 in the developed world (UN Millennium Development Goals Report 2007). In June of 2007, twenty partners from across the public and the private sector drew up and signed a Schokland Agreement around Millennium Development Goal 5 (MDG5) toward reducing the maternal mortality ratio. The Center for Human Emergence Netherlands (CHE) was asked to facilitate a process toward increased coordination and collaboration between the partner organizations. The approach taken is one of reframing the public-private partnership as a meshwork. The Schokland Agreement leading to the formation of the Meshwork for Mother Care is supported by the members of Parliament of the CDA, PvdA, SP, VVD, ChristenUnie, Groen Links and D66 parties.
Read the case story [PDF]
Over half a million women still die each year from treatable and preventable complications of pregnancy and childbirth. The odds that a woman will die from these causes in sub-Saharan Africa are 1 in 16 over the course of her lifetime, compared to 1 in 3,800 in the developed world (UN Millennium Development Goals Report 2007). In June of 2007, twenty partners from across the public and the private sector drew up and signed a Schokland Agreement around Millennium Development Goal 5 (MDG5) toward reducing the maternal mortality ratio. The Center for Human Emergence Netherlands (CHE) was asked to facilitate a process toward increased coordination and collaboration between the partner organizations. The approach taken is one of reframing the public-private partnership as a meshwork. The Schokland Agreement leading to the formation of the Meshwork for Mother Care is supported by the members of Parliament of the CDA, PvdA, SP, VVD, ChristenUnie, Groen Links and D66 parties.
Read the case story [PDF]
Developing a Meshwork and Roadmap for MDG5
The experience from Parliamentarians Take Action on Maternal and Newborn Health sponsored and convened by the World Health Organization (WHO), Inter Parliamentary Union (IPU) and the House of Representatives of Dutch Parliament is relevant to people
and organizations committed to achieving large-scale change, particularly in complex, multi-stakeholder challenges. It is often stated optimistically that we have all of the solutions and resources needed to meet the most demanding challenges of our time. It
is clear from WHO data that this is true for Millennium Development Goals 4&5, Maternal and Newborn Health. This document outlines a process which builds on work of the WHO, IPU and the vision and advocacy of Chantal Gill"ard, Member of Dutch Parliament and her initiative Meshwork for Mother Care brining together and aligning people, organizations, resources and solutions to achieve MDGs 4&5.
Read the case story [PDF]
The experience from Parliamentarians Take Action on Maternal and Newborn Health sponsored and convened by the World Health Organization (WHO), Inter Parliamentary Union (IPU) and the House of Representatives of Dutch Parliament is relevant to people
and organizations committed to achieving large-scale change, particularly in complex, multi-stakeholder challenges. It is often stated optimistically that we have all of the solutions and resources needed to meet the most demanding challenges of our time. It
is clear from WHO data that this is true for Millennium Development Goals 4&5, Maternal and Newborn Health. This document outlines a process which builds on work of the WHO, IPU and the vision and advocacy of Chantal Gill"ard, Member of Dutch Parliament and her initiative Meshwork for Mother Care brining together and aligning people, organizations, resources and solutions to achieve MDGs 4&5.
Read the case story [PDF]
Integral approach to business unit transformation
This story is about the transformation of a business unit at Company X and the secrets behind its success. When he came to the business unit in October 0f 2004, business unit manager John Doe found a culture of fear and cynicism. Determined to improve the working climate,
he called his forty employees together and wondered aloud: What would it mean to celebrate work, rather than suffer it? The result of asking that question was a 2 and a half year change project that would transform the organisation from one characterized by fear and cynicism to one where employees feel trust and pride. Today, the business unit is more resilient and innovative than ever before, and its business performance is drawing attention throughout Company X and the marketplace.
Read the case story [PDF]
This story is about the transformation of a business unit at Company X and the secrets behind its success. When he came to the business unit in October 0f 2004, business unit manager John Doe found a culture of fear and cynicism. Determined to improve the working climate,
he called his forty employees together and wondered aloud: What would it mean to celebrate work, rather than suffer it? The result of asking that question was a 2 and a half year change project that would transform the organisation from one characterized by fear and cynicism to one where employees feel trust and pride. Today, the business unit is more resilient and innovative than ever before, and its business performance is drawing attention throughout Company X and the marketplace.
Read the case story [PDF]
U-Process as a transformation tool
This paper describes the process of an organisation that decided it was necessary to improve
leadership and teamwork in his Management Team (MT). The organisation wanted to raise clarity of purpose, focus, better decision-making, uniting capabilities, working together, building on each other and learning to lead dialogues and conflicts.
At the beginning of the process, different business units were managed separately from the organisation as a whole. The lack of teamwork at management levels resulted in the MT not being able to support and enable the development of the organisation. The management team consists of 17 members and runs an organisation of approximately 5,000 employees. A consultant was contracted to support and facilitate this process. The organisation was advised to implement an approach for the cultural transformation of the management team. The purpose for this process was thus to facilitate a transformation in the leadership team"s behaviour to support the development of the organisation.
Read the case story [PDF]
This paper describes the process of an organisation that decided it was necessary to improve
leadership and teamwork in his Management Team (MT). The organisation wanted to raise clarity of purpose, focus, better decision-making, uniting capabilities, working together, building on each other and learning to lead dialogues and conflicts.At the beginning of the process, different business units were managed separately from the organisation as a whole. The lack of teamwork at management levels resulted in the MT not being able to support and enable the development of the organisation. The management team consists of 17 members and runs an organisation of approximately 5,000 employees. A consultant was contracted to support and facilitate this process. The organisation was advised to implement an approach for the cultural transformation of the management team. The purpose for this process was thus to facilitate a transformation in the leadership team"s behaviour to support the development of the organisation.
Read the case story [PDF]
Evolutionair Leiderschap
Lees over het gedachtegoed van CHE in Peter Merry's boek "Evolutionair Leiderschap". Peter combineert leading edge theories, technologies and practices en biedt daarmee handvatten om de grote problemen van de tijd aan te pakken. Zoals Herman Wijffels er over zegt: "Bereid je voor op het nemen van verantwoordelijkheid!".
Lees over het gedachtegoed van CHE in Peter Merry's boek "Evolutionair Leiderschap". Peter combineert leading edge theories, technologies and practices en biedt daarmee handvatten om de grote problemen van de tijd aan te pakken. Zoals Herman Wijffels er over zegt: "Bereid je voor op het nemen van verantwoordelijkheid!".