Structuring for Systems Entrepreneurship
For maximum impact, coalitions need a structure that allows for the full participation of all members, while also enabling the group as a whole to be effective. Simplicity and authority are two principles to consider.
The more complex the structure, the more time will be spent in “managing” the different levels of decision making, and the less time will be dedicated to doing the actual work. In terms of authority, the more individuals working in the coalition are vested with the authority to make decisions on behalf of their organizations, the faster the decision-making process will be.
In juxtaposition to coalitions, movements seem to convey a sense of flexibility and a lack of structure other than the existence of a collective intention. Nonetheless, behind the most effective movements, there is often an agreed structure and decision-making processes, and certainly a common desire to tackle a recognized social problem.
Transparency International – A great example:
Transparency International is the largest and most established anti-corruption and transparency global movement. The movement has three levels: a secretariat based in Berlin, regional coordinators, and also national chapters, roughly in one hundred countries. Everyone is working to create more transparency and diminish corruption. Guided by a participatory global strategic plan, the Secretariat facilitates the interactions and efforts across the movement. Actions are happening in parallel at the global, regional and local levels to achieve the same goal. Actions at the global level are directed and executed by the Secretariat with the input and participation of staff from national chapters, board members (elected from among the members of the collective), and other volunteers. Regional actions are directed and executed by collectives of chapters from a given region, often with the support but not the control of the Secretariat. Similarly, national actions are the realm of the national chapters. The chapters are highly independent, have their own strategy, staff, and infrastructure, and raise funding. Some chapters have thousands of volunteers, while others have very few. Chapters benefit from the global work of the Secretariat and join in to establish new global standards (i.e., anti-corruption conventions, self-regulation in the banking system, etc.), running global communication campaigns, and producing useful content and studies. Chapters also share a globally recognized brand, learn from each other, and collaborate, and they have a vote in a General Assembly of Members and can be appointed to the Global Board of TI.
In our experience, the desire to control or structure things must be tempered by the realization that a certain level of uncertainty and risk is going to be necessary to achieve success. We must, therefore, explore ways to ensure that collectives – whether coalitions or movements – are flexible and nimble and hence not overly bureaucratic. The capacity to course-correct when there is a sudden shift in conditions is vital.
An important factor of success in changing systems is keeping the collective focus on achieving impact. Large collectives with complicated structures in which the members responsible for delivering impact are also part of the decision-making structure (i.e., board, assembly of members, committees, regional coordination) can become self-interested and focused on self-preservation. The structure of a collective must include safeguards to avoid undesirable outcomes.
Another factor to consider when creating structures for collective action is the life expectancy of the goal at hand. Sometimes movements or loose coalitions can disband once a certain level of success is achieved. Other such collectives morph into more permanent institutions after some time.
We work with our clients to define the structure and organizing principles of a possible coalition and the best process to agree on goals and actions that would achieve the expected results. Building movements is more challenging, and there we can share lessons learned over three decades of having been active members or leaders of large collectives.
We help our clients to establish core elements such as membership parameters, decision-making methods, contributions by members (whether cash or in-kind), and participation between meetings both in decision making and in the execution of agreed actions. We also advise our clients on more prosaic but equally important details such as participation methodologies (form, location, frequency, and length), structure, facilitation, reporting, and follow-up.