"Building" vibrant networks
- Resistance to change on the part of employees or residents of a municipality
- Cross-cutting issues affecting different areas
- Complex challenges within and outside the organisation
- Change within the organisation is too slow and cumbersome
- Lack of resources and capacity for change agents within the organisation
The skills and knowledge are already there, whether among employees within an organisation or among residents of a community. However, in most cases, they are not activated or visible and cannot be tapped into because stakeholders do not feel involved or heard. Instead, there is often resistance to change initiatives.
But we need different perspectives and skills because the complexity in the outside world is increasing. According to Ashby's law of requisite variety, the complexity of a system (e.g. an organisation) must match that of the outside world in order to cope with it. And the more decentralised, diverse and permeable an organisation is, the faster, more adaptable and more willing to change it becomes, and the better it can deal with high complexity.
Decentralisation, diversity and permeability can be achieved through networks that form an invisible web of relationships across an organisation (city, municipality, association, region, etc.) and enable rapid knowledge transfer and a high level of cooperation.
In addition, the establishment of vibrant networks activates a large number of people within a short period of time, making them feel a sense of belonging and willing to contribute their energy, expertise and ideas to the transformation of the organisation/community.
What do we mean by living networks?:
Networks that focus on the big picture rather than on individuals and their own advancement, in which we can experience self-efficacy, where the whole is more than the sum of its parts, in which innovations and projects arise that would not otherwise have come about, and in which we treat each other with appreciation and respect.
Why living networks?:
Because they are becoming increasingly important for getting to grips with complexity. Because they increase adaptability and the speed of change in organisations. Because they are the key to addressing overarching issues and challenges. Because it can only be done together. Living networks cannot be built and can only be controlled to a very limited extent, but they can be helped to grow. We can do that. We have years of experience with a wide variety of vibrant networks in which the largest possible number of volunteers are activated and sustainably motivated to work together within a short period of time (‘alliance of the willing’).
Here is an example of how we would proceed:
- We identify who in your organisation are potential actors and change makers (‘Alliance of the Willing’).
- We invite the identified people to join the network and, if they accept, put them together in project teams (how and where makes sense thematically).
- With our support, they work on self-initiated, concrete projects over a predefined period of time (‘sprint’).
- At the end of the sprint, all project teams have the opportunity to present their respective projects at a joint event, exchange ideas and, if necessary, initiate follow-up projects.
- The network is consolidated through continuous support and attracts more and more interested parties.
- The network becomes a movement.
We have diverse and practical experience in building effective, decentralised communities in both the private and public sectors. Here is a small selection of sample projects:
- In the citizen participation project Gemeinsam. Zukunft. Machen. (Together. Future. Make.) in Ebersberg near Munich, a group of committed residents that we helped to establish has been working for over three years to shape the future of their community.
- In a smart city project in a medium-sized German city, neighbourhood laboratories have given rise to working groups that are currently working on their own smart projects.
- As part of a global roll-out project, we have established a decentralised network of regional project managers who now regularly exchange ideas and collaborate in a targeted manner.
- We host the Munich Community Hub of the Inner Development Goals, where interested parties from various industries and sectors regularly exchange ideas and collaborate.
- We host the Munich chapter of the global Design Futures Initiative and regularly bring together future shapers from the region to exchange ideas and work together on specific projects.
Unlock collective intelligence
through innovative conference formats
- Challenges are becoming more diverse, complex and confusing, and external impetus can help to understand things in a broader context.
- Knowledge management is becoming an important task: who within an organisation has what knowledge and experience? How can I unlock collective intelligence so that it can be accessed?
- The potential of conferences and similar formats has not yet been fully exploited. Too often, only the intellectual level is addressed, while our other two knowledge systems (emotional and physical) are neglected, even though they are precisely what make a keynote speech have a lasting effect.
Today, people use conferences and similar formats primarily for three things: to acquire knowledge, to network in a targeted manner, and to showcase themselves. There is nothing wrong with that, but at the same time, it leaves what is probably the most important potential untapped:
the activation of collective intelligence. Very often, people are not even aware of everything they know. They take their experience and expertise for granted and do not consider it worth sharing.
In addition, too often only our intellect is addressed, but truly sustainable learning happens through reflection and, above all, through experience (involving emotional and physical knowledge systems).
The result: conferences have only a very short-term effect, if any, and then it's back to business as usual. There is another way.
For us, conferences and similar events are an opportunity to uncover hidden knowledge and make it accessible, as well as to anchor new knowledge in a sustainable way.
Our keynotes and presentations are therefore only catalysts; in formats moderated by us (e.g. with Liberating Structures), we enable experiences that have a lasting effect and bring existing knowledge to light.
Here is a selection of topics for keynote speeches from our repertoire:
- Oh, this gap, this terrible gap! Dealing with uncertainty and why we need it.
- Let's stop trying to reduce complexity!
- No impact impact - when times are urgent, we need to slow down.
- How cultural differences can cause confusion and how we can prevent that from happening
- Networking in the 21st century – what has changed?
- Futures literacy – what does it look like and why does it help us?
At this point, we would rather let the participants and clients have their say.
"The lecture “Same but different – where cultural differences can seriously mess things up and how to not let that happen” was a complete success. The speaker managed to convey the complex and often underestimated cultural differences in an understandable, memorable and entertaining way. Her practical examples and solutions gave us valuable insights into how to avoid cultural misunderstandings and improve international communication. I can recommend this presentation to anyone who works in an international environment or is interested in intercultural communication.”
“The presentation ‘The What, Why and How of Building Effective Networks’ was extremely successful. The speaker masterfully conveyed the importance and advantages of effective networks. Her practical tips and strategies were not only inspiring, but also applicable in practice for establishing and expanding networks. Her ability to convey complex concepts in an easily understandable way was particularly impressive. I can recommend this lecture to anyone who wants to improve their networking skills.”
André Rohlmann, International Network of Insurance
Strengthening the sustainability mindset in the organisation with the Inner Development Goals (IDGs)
- High pressure to change towards sustainability
- High employee turnover
- Desire for cultural change
The knowledge and skills required to move towards greater sustainability are usually already present within the organisation, but a relatively low level of employee engagement means that this potential is underutilised and untapped. Studies showing that companies with high employee engagement perform significantly better in terms of ESG ratings underscore this point.
Implementing the Inner Development Goals makes it possible to quickly identify the organisation's strengths and weaknesses in terms of sustainable development. The IDGs also act as a magnet (or ‘strange attractor’) for those people in the organisation who want to commit to sustainability, bringing them together. Ideas and solutions only unfold their full potential through networking and exchange.
...is practice-oriented and focuses on experiential knowledge, collective intelligence and self-organisation:
After an initial assessment, in which we work with employees and management to identify where the organisation stands in terms of sustainable development in the perception of all, we orchestrate a self-organised corporate network through broad communication with the IDGs.
This brings together those employees from the organisation who feel drawn to the topic, the first movers.
In self-reflective teams, compact and practice-oriented projects are implemented to increase the sustainability of the organisation.
We accompany the groups throughout the entire process with the tools and methods of the Inner Development Goals (for conflict resolution, understanding complexity, collaboration skills, communication, etc.).
Everything learned and practised in the process can then be transferred to other projects and multiplied within the organisation.
So finden sich diejenigen Mitarbeiter:innen aus der Organisation zusammen, die sich von dem Thema angesprochen fühlen, die first mover.
The Institut für praktische Emergenz is an official partner of the Inner Development Goals and has been supporting the initiative since 2021. We host the IDG Munich Community Hub and are also co-initiators of the IDG Asia Wisdom Network.
Above all, we are pragmatists – connectivity, applicability and practical orientation are always our top priorities.
Increasing the speed of innovation in the organisation through futures literacy
- There is a lack of bold ideas and innovative approaches.
- There is no clear vision of the future (‘desirable future’)
- Employees and managers feel overwhelmed by the ever-increasing complexity and, in some cases, disoriented
- Decisions are difficult to make
There is no strong, attractive and ideally participatively developed vision for the future of the organisation/department/team that inspires and motivates employees. Creativity and psychological safety (no fear of making mistakes) are prerequisites for innovation, but these must be actively promoted and developed. Although employees and managers do have innovative potential in principle, it is not being unleashed.
Futures literacy is the ability to use the future to navigate the present. It enables us to question our common assumptions and replace them with new ones by using our imagination. Futures literacy makes us flexible and capable of action because it makes us realise that the future is not something that happens to us, but that we can help shape it at every moment.
Through our methodologically sound and proven approach NxF | navigate by fiction, we strengthen the futures literacy of managers and employees and, in passing, enable networking and exchange within the organisation, which in itself drives innovation. Hannah Ahrendt is said to have remarked that miracles are to be expected when people come together.
We are the developers of the participatory method for shaping the future NxF | navigate by fiction, initiators and implementers of the citizen participation project Gemeinsam. Zukunft. Machen. in Ebersberg near Munich (see our contribution to this at re:publica 22), partner of the Zukünfte network in the DACH region and host of the Munich chapter of the Design Futures Initiative (Speculative Futures Munich).
Adaptive organisation:
Strengthening the organisation's adaptability
Complexity is increasing, and with it the feeling of being constantly surprised or overtaken by developments.
People mainly react rather than act.
This tends to leave employees and managers feeling frustrated and paralysed, even though their creativity and problem-solving skills are needed.
The former CEO of Haier, one of the most innovative and adaptable companies of our time, says: ‘There are no successful companies, only companies that successfully adapt again and again.’
Success is therefore neither a permanent state nor a desirable end point, but always just a snapshot and a testament to the adaptability and flexibility of the organisation. This adaptability applies to both structures and processes within the organisation and to the specific skills, strategies and attitudes of employees and managers, and can therefore be developed and learned.
There is no simple recipe for greater adaptability that fits all organisations, because every company and every institution is different. Therefore, we begin with a comprehensive assessment of the organisation. Through interviews and the examination of communication flows and ‘chains of command’, we develop a multi-layered picture of the organisation and its stakeholder landscape, taking into account various aspects such as possible communication barriers, strong and weak connections, so-called ‘wide bridges’, explicit and implicit hierarchies, etc.
In this way, we identify which structures and processes make the organisation rigid and inflexible and work together in working groups and workshops to develop ways to change them. At the same time, we train managers and employees in the key skills required for adaptability.
We have over 25 years of experience in organisational development, change and transformation and are familiar with the most progressive and adaptable companies of our time and their approaches. We have a deep understanding of living systems and weave our knowledge and experience from psychology, sociology, philosophy, biology, theatre and cybernetics into our organisational development practice.
Accelerate transformation through smart participation
- Complex challenges
- Low participation, but high dissatisfaction
- Lack of resources
The skills and knowledge are already there, whether among employees within an organisation or among citizens in a community. However, in most cases, they are not activated and cannot be tapped into because employees or citizens/residents do not feel involved or heard.
The result is resignation and, in the case of companies, often resignation! That is why participation is now being preached far and wide as a panacea for almost everything. The problem with this is that it is not always possible to participate or get involved.
The result is resignation and, in the case of companies, often resignation! That is why participation or involvement is now being preached across the country as a panacea for almost everything. The problem with this is that it is often unclear what participation actually means and, above all, what good participation looks like, where people actually feel heard and taken seriously.
First, we need as clear a picture as possible of the current situation. To do this, we use surveys to identify the stakeholder groups and actors – the more perspectives we have, the clearer the picture will be. We want to know: What are their fears and needs? Where are the similarities and differences, and what could be a common denominator? What about resources: What initiatives already exist? Who has what expertise?
On this basis, we then work together in coordinated formats (workshops / forums / citizens' councils / neighbourhood laboratories...) to develop mission statements and change stories and to draw up roadmaps for how innovations can be implemented and stabilised.
Why work with us?
Wir haben vielfältige und praktische Erfahrung in Partizipationsprozessen, sowohl mit Bürgerbeteiligung (z. B. durch unser eigenes Projekt Gemeinsam. Zukunft. Machen. in Ebersberg bei München) als auch im Organisationskontext (öffentlicher und privater Sektor), wenn es um die Entwicklung und Durchführung nachhaltiger Transformationen geht. Wir haben ein tiefes Wissen über unterschiedlichste Beteiligungsansätze und stehen im nationalen und internationalen Austausch mit Expert:innen.