Burkhard Gnärig

22 August, 2017

In so many posts this blog has documented how the civil society sector is increasingly affected by a whole range of disruptions, many of which have the potential to undermine if not destroy the work of local, national and international civil society organisations (CSOs). In order to survive and thrive in a disruptive environment CSOs will have to continuously transform themselves, adapting to fundamental changes, overcoming critical challenges and seizing new opportunities.

CSOs’ need for continuous transformation demands a very different leadership style. While traditional leaders had to stand for stability and consistency, transformational leadership has to stand for flexibility and adaptability. While traditional leaders embody continuity, transformational leaders embody change.

Over the past few years the Centre has supported many CSOs with coming to terms with disruption. In the course of our work we have identified seven key strategies used by transformational leaders. Last week we presented three of these strategies. Here you will find the remaining four: MORE

Burkhard Gnärig

15 August, 2017

In so many posts this blog has documented how the civil society sector is increasingly affected by a whole range of disruptions, many of which have the potential to undermine if not destroy the work of local, national and international civil society organisations (CSOs). In order to survive and thrive in a disruptive environment CSOs will have to continuously transform themselves, adapting to fundamental changes, overcoming critical challenges and seizing new opportunities.

CSOs’ need for continuous transformation demands a very different leadership style. While traditional leaders had to stand for stability and consistency, transformational leadership has to stand for flexibility and adaptability. While traditional leaders embody continuity, transformational leaders embody change.

Over the past few years the Centre has supported many CSOs with coming to terms with disruption. In the course of our work we have identified seven key strategies used by transformational leaders. Here we will look at the first three strategies and in next week’s blog at the remaining four. MORE

Flora Kwong

8 August, 2017

In private sector industries, companies are set up as opaque entities, guarding their competitive advantages to ensure maximised market share and profits. In the civil society sector—despite our common values and not-for-profit goals—our setups are not so different. Our organisations are structured as completely separate entities with few avenues for knowledge sharing and collaboration. In order to change and progress we need to build a shared toolbox to tackle upcoming challenges.

One of the goals of the International Civil Society Centre is to bridge this gap, creating those avenues and platforms to build capacity and to increase efficiency. The necessity for this bridge became much clearer to me after piloting the Centre’s “Learning Abroad” scheme. Under this scheme, Miriam Niehaus and I were selected to spend a few weeks with one or numerous other organisations, taking a deep dive into a topic or theme relevant to the Centre and civil society sector. MORE

Åsa Månsson and Isabelle Buechner

1 August, 2017

IMG_5579%40025x-1024x683If describing, in one word, what the International Civil Society Centre does it could be “convening”. Its task is to bring people together to share experiences, mutually exchange ideas and solve shared problems. But simply describing the meaning of convening would not do the Centre justice in terms of its results – and especially not for the people and organisations that it brings together.

With the Global Standard for CSO Accountability the Centre took on its biggest international project so far. Over a period of 3 years we convened nine accountability initiatives from Africa, Asia, Australia, Europe, North America, Latin America and the Caribbean. They started to work together by comparing their individual accountability codes, see where these overlap and identify gaps where their counterpart already had expertise they might not. Every initiative came with its own set of strengths and together they brought an enormous set of experiences from this field to the table. MORE

Helene Wolf

18 July, 2017

One of the first things I did after taking on the role of Deputy Executive Director was to review the Centre’s progress against its first 5-year strategic framework that would end roughly two years later. We came to two major conclusions: firstly, we had more or less achieved our objectives, even though we still had 2 years left until the “deadline”. Secondly, we were already focusing on completely different challenges, and our working environment had changed significantly in a way no one had foreseen when writing the original strategic framework. For example, some of the activities we had started in the meantime, might not even fit with the original framework and would have to be stopped if we were to stick to our original plan seriously. MORE

Barbara Unmuessig

11 July, 2017

When the 19 member countries and the EU gathered in Hamburg for the G20 Summit one important topic was not on the agenda: from China to Mexico, Turkey to Russia, Saudi Arabia to India – the respect for fundamental human rights can no longer be taken for granted.

This also holds true for some EU member states such as Hungary or Poland. Freedom of expression, assembly and association are universal human rights enshrined in international law. They are the backbone of any democracy worth its name.

These rights are the precondition for a life in dignity. They are essential for shaping a sustainable future on this planet.

MORE

Burkhard Gnärig

4 July, 2017

In the year of the organisation’s 10th anniversary, the International Civil Society Centre will use its Disrupt&Innovate blog to reflect on some of our activities and lessons learned.

Over the past decade, the Centre has been working on many areas such as disruptive change, innovation, and business models. With this focus, we have constantly aimed to implement some of the findings from our work into our organisation’s own development. By sharing some of our experiences we hope to inspire others and show how to engage and work with us.

We kick off this special anniversary blog series with an interview with the Centre’s founder Burkhard Gnärig:

Duncan Cook

6 June, 2017

Running an agency means that you get the great privilege of working with a variety of organisations. The closeness of these relationships mean that you often get an insight into their innermost workings, and you’re able to see how they operate — the good, the bad and, unfortunately, the ugly.

What’s true across the board, is the drive organisations have to become more innovative and disruptive within their sector. Most organisations understand that it’s something they need to do, but the problem is that most of them are making the same mistakes and, in fact, killing innovation. MORE

Burkhard Gnärig

13 December, 2016

A brief review of Paul Raskin’s essay Journey to Earthland

JTE-Cover-SampleIn Journey to Earthland, Paul Raskin, the founding President of the Tellus Institute and founding Director of the Great Transition Initiative, charts the way to a peaceful, just and sustainable world, which he hopes we will have achieved by 2084.

As we start our journey we find ourselves as passengers on a plane that has lost its direction and cannot determine its location: “Zombie ideologies—territorial chauvinism, unbridled consumerism, and the illusion of endless growth—inhabit the brains of the living. Coherent responses to systemic risks of climate change, economic instability, population displacement, and global terrorism […] lie beyond the grasp of a myopic and disputatious political order.” MORE