Peacemaking Brand Architecture

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Peacemaking Brand Architecture

• Chris Macrae

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• My PROBONO networking project for next 5 years
• I think we are finally getting to understand that
  KM is not about XML or data transfer, but about
  people and their (trusted) relations... and this
  has very important repercussions with respect to
  how we call for research...
• Command and control self-organising
• Value multiplication audit of intangible flows
  value add of tangibles
• Whole system of systems versus parts
• Closing Competition versus open partnering
• Society health and economics
• Local and global
• Virtual and real learning
• Learning and doing

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• Thoughts
• Practice of Peace
• Conflict, Change and Not needing to be in
  control- these are the greatest innovation
  tipping points wherever people prize openness and
  diversity. They lead systems of systems to value
  destruction or value multiplication. So why does
  the practice of management fear them all and
  spread compound fear everywhere. Because current
  management only knows the maths of add
  separability not connectivity, parts not whole
  systems, machine investments not people, past
  planning not future adaptability. Value
  multiplication can only begin when you audit
  emerging conflicts in every cycle. Conflicts are
  where the outside changes or the inside of a
  human system ruptures unless you all see and
  resolve.
• Open Space
• Whether in the workplace or the world, Open Space
  expands the field of possibilities for peace.
• Thinking through a collapsing world
• We live in a changed world. The old institutions
  have failed or are failing. We need to rebuild.
  Develop new initiatives, new projects, new
  collaborations. We want new pathways to
  reconciliation. Thinking through a collapsing
  world pathways to reconciliation, will be held
  to provide a vehicle for the exploration and
  development of political strategies for
  reconciliation.

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• Case study

collapsingworld.org Nobel laureates and networks
of Charities
Big 50 Human Issues
University of the stars Responsible Heroes
practiceofpeace.com Alumni of 300000 open spaces
Big People Networks YouthWomenHIV
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• Each multiplier compounds spinning down to zero
  or up and up

Trust flows
Value supply
Value demands
(win-wins or win loses?)
Knowledge worker (human capital)
Employee segments
K1
V1
K workers personal network (social and community
capital)
Customer segments
K2
V2
Organisation(companys intellectual capital)
Investor segments
K3
V3
Network of organisations (industry, network
capital)
Partner segments
K4
V4
Policy, regulation, etc (environmental capital)
Local and global society
K5
V5
Trust
Rational
Emotional
Political
Spiritual
Open source property transparency
communitieswww.valuetrue.com
What you measure isnt just what you get but what
you compound over time and across systems. This
has extraordinary policy impacts connecting
human, social and intellectual capital across
regions.
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• Part of Open Catalogue of Human System Value
  Multiplying Methods

Top 3 Methods
Deep Coordination Methods
This leads to open cataloguing searches of great
facilitation methods anchored around each of the
10 value multipliers research process
connectivity needs meta-disciplinary goodwill.
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• Neumann/MAHEO/Medinge/BrandPoint SPACENETS
• Where the worlds first 500 supersonic
  organisations benchmark and people enjoy
  hi-trust innovation

500 organisations benchmarking how to ensure
unique purpose isnt eroded. Policy spaces, eg
collapsingworlds practice of peace or wherever
intangible value system designers
knowledgeboard or Ukraine Russia China Open
Space Entrepreneur Collaboration Network. Map
Alumni hubs of barriers to system integration
spiral dynamics, Open space, intangible capitals,
conflict resolution methods.
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• Transparency/Intangibles Auditing of Trust-Flow
  
• 5 territories, 4 PROTECTION compass (I)

Mapping How Stakeholders Value Us Trust-makers
breakers Win-Win Conflict Detection Connect
Internal Knowledge Productivities
System Networking Openly with External Living
Systems SWOT Contextual Culture Leadership
Systemic Relationship Depth, Breadth Foresight
-Purpose, Pattern rules Passion to Learn/ Change
NUMERICAL APARTHEID PROTECTION
CONFLICT PROTECTION
CONTEXT EROSION PROTECTION
Org DISEASE PROTECTION
Would I get same transparent answers to deep
questions of active purpose asked to
organisations top 20 people? to any 20 of its
people?
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• Transparency/Intangibles Auditing of Trust-Flow
  
• 5 territories, 4 PROTECTION compass (II)

NUMERICAL APARTHEID PROTECTION
CONFLICT PROTECTION
Auditing of Trust-Flow Value Multiplication
CONTEXT EROSION PROTECTION
Org DISEASE PROTECTION
Diseases CEO-no bad news up hierarchy Emperor
Bus-Case Dependency Silo distrusts Lost culture
diseases Outsourcing (on short-term projections)
Andersen couldnt count NASA lost safety
Barings no trust gentlemans word NY Power
grids cant network