Natural Global Governance

A Fractal Model for Direct Democracy in the World

By

Joanne Mantha

Maya Bobrowska

Pamela Schreiner

Natural Global Governance

Table of Contents

1. Abstract 4 1.1 Values and Principles 5 1.2 Foundational Theories 6 1.3 NGG Model 6

2. Description of the Model 8 2.0 Introduction to Natural Global Governance (NGG) Model 8 2.1 Organization Architecture 9 2.1.1 World Wisdom Assembly (WWA) 10 2.1.1.1 Elder Ambassadors Council 11 2.1.1.2 Community Leaders Council 12 2.1.1.3 Reconciliation Council 12 2.1.2 Continental General Assemblies (CGAs) 13 2.1.3 Well-Being Implementation Groups (WBIGs) 14 2.2 Prototyping-based Implementation Process 15 2.2.1 Needs and Prototyping Approach 16 2.2.2 Dynamic Balance Between The True, The Good and The Beautiful 17 2.2.3 Deep-Listening Decision Making Dialogue Process 17 2.2.4 Dynamic Self-Organizing Iterative Processes 19 2.3 Metadata Learning Process 19 2.3.1 Governance Data System 21 2.3.1.1 Seeding the Database 21 2.3.2 Monitoring and Evaluation 22 2.3.3 Transparency 22 2.4 Resources and Financing 23 2.4.1 Collective Resources 23 2.4.2 Natural Global Governance Bank 24 2.5 Interactions between architecture and processes 25 2.5.1 Example of Interactions Diagram 25

3. Argumentation demonstrating how the model meets the assessment criteria 27 Assessment criteria 27 1. Core Values 27 2. Decision-Making Capacity 27 3. Effectiveness 29 4. Resources and Financing 30 5. Trust and Insight 30

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6. Flexibility 32 7. Protection against the Abuse of Power 33 8. Accountability 33 References 34 Descriptive tags/keywords 37 About Us 38

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Natural Global Governance

1. Abstract

This paper proposes a model for global governance that, at its essence, is a system that enables our natural capacity for reflection and change. It echoes all levels of organizational systems from individuals to global, as they respond to the constantly changing world. It is titled “Natural Global Governance” (NGG) because it is in alignment with complexity theory and the principles of self-organizing systems, commonly seen in nature, a model of self organizing principles at its best. It is also aligned with several successful processes such as social threefolding, deep listening dialogue, iterative prototyping and metadata learning processes. It also integrates the power of observation and witnessing as practiced by recognized Elders from all walks of the Earth. This being said, we are confident that the NGG model will radiate higher human values into the world while also preparing the environment for the emergence of a future increasingly aligned with natural laws.

This approach is critical in our times as our current way of dealing with issues, global, environmental and local, are based on a determination of priorities that are directed predominantly towards economic development and politics and away from social well being. The consequences of this imbalance is becoming more and more apparent around the world where we see social disparities and ecological devastation as a result of not attributing value to the environment and to human well-being. This creates a level of human stress and trauma that often turn into long-term social costs, unrest and even radicalization.

The organizational architecture proposed will enable cooperative, inclusive and global, national and local responsiveness. By increasing the capacity for openness and transparency we will create governance that is truly accountable to the people it serves. It also considers response-ability, diversity, cooperation and collective trauma healing as pivotal for reversing the self destructive tendencies on our planet.

Currently, crisis management is the main response to local and global critical issues. Whereas our model’s approach responds to immediate identified needs that have not yet become a crisis.

As many of the processes presented are already implemented successfully in many parts of the world, our model could be implemented immediately in a collaborative movement with what is already in place. As decisions are made close to where issues originate, the feedback loops created would naturally enable whole

4 Natural Global Governance systems to organically adapt to shifting realities. In this way, it is intentional that the implementation of our model bring to mind the image of the fractal of ongoing movement which for us is key to the reflection of what a natural movement truly is.

1.1 Values and Principles

Ancient wisdom, philosophers and pundits recognized three fundamental values: the True, the Good and the Beautiful. Our model recognizes the boundaries between Community (the Beautiful), Governments (the True) and the Market (the Good). Since these three values are part of ‘bonum publicum’ (the common good), our model, for example, could invite dialogue on the Common Good vs. the Private Good in order to create a better balance between individual and collective interests.

A key principle is true dialogue which is a dialogue between concerned equals where the outcome goes beyond the agendas of those who participate, giving way for unexpected and unprecedented solutions to emerge. True dialogue also embraces the importance of considering all emotions including trauma in decision-making. Our process enables individual response-ability to build capacity for transparency and self-organizing. We have chosen a combination of methodologies, but others with a similar essence could serve as well.

The structure of this proposed model re-balances priorities that are presently directed predominantly towards economic development and politics and away from social well being. The consequences of this imbalance is becoming more and more apparent around the world where we see social disparities and ecological devastation as a result of not attributing value to the environment and to human well-being.

The NGG model has both a hard data component and a more esoteric and holistic aspect in that wisdom from all countries is valued and is a central part of the model.

Reduction of fear and greater safety is a major premise of this model. When fear is reduced, people naturally evolve and population levels stay more stable.

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1.2 Foundational Theories

The NGG model is based on self-organizing systems that have the following characteristics:

- not centrally controlled; - free flow of data and information; - diversity; - evolving and adaptive.

The NGG model, proposes a self-organizing system based on diffused decision-making; cooperative learning and sharing; and infusing peace into the world.

Dee Hock, the first CEO of VISA International, invented chaordic theory to describe a more distributed type of organization. Chaordic is derived from combining the words chaos and order. It is the space of overlap, between chaos and order, where one sees the greatest creativity and innovation. (REF1) ​ ​

Frederic Laloux author of "Reinventing Organizations" concludes that an organization can be flexible in the way it operates only when its CEOs or core have the capacity for uncertainty and the openness to accept ideas and solutions from all parts of the organization. (REF2) In this model, the core of our organization is the ​ ​ World Wisdom Assembly (WWA) which has this capacity. This liberates ingenuity, initiative and discernment, making the NGG a Learning Organization as described by Peter Senge in “The Fifth Discipline”. (REF3) ​ ​

1.3 NGG Model

There are four components of the NGG model:

(1) Organization Architecture - the structural elements of the NGG organization: - World Wisdom Assembly (WWA) has 3 councils: Elder Ambassadors Council, Community Leaders Council and Reconciliation Council; - seven Continental General Assemblies (CGAs); - Well-Being Implementation Groups (WBIGs). (2) Prototyping-based Implementation Process - process that addresses needs. (3) Metadata Learning Process - data system leading to organizational learning.

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(4) Resources and Financing - handling of resources and the NGG Bank. The NGG model components are put together to form a self-organizing system with wisdom at the core. Key to maintaining a self-organizing system is the understanding of self-organization and also the intention to maintain the principles of such a system.

Our model’s prototyping process has an integrated monitoring and evaluation component that feeds data into the NGG data system. This, combined with the inclusion of all who are concerned, generates buy-in from its beneficiaries. This, in turn, prevents apathy and entitlement, since the end users will be co-authors of the programs intended to help them.

Selection of WWA council members is a delicate process that cannot be rule bound since it sets the tone for the WWA. It must be transparent, leading to trust and commitment. CGA members will be appointed by the country governments.

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2. Description of the Model

2.0 Introduction to Natural Global Governance (NGG) Model

This submission proposes a model for global governance which, at its essence, is a system and a structure that enables our natural capacity for reflection and change and that echoes at all levels between organizational systems from nature to individuals to global in response to the constantly changing world we live in. It is titled Natural Global Governance (NGG) because it is in alignment with complexity theory and the principles of self-organizing systems, commonly seen in nature.

This approach is critical, in our current time, as our current way of dealing with issues that are global, environmental and local, is based on a determination of priorities that are directed predominantly towards economic development and politics and away from social well being. The consequences of this imbalance is becoming more and more apparent around the world where we see social disparities and ecological devastation as a result of not attributing value to the environment and to human well-being. This creates a level of human stress and trauma that often turn into long-term social costs, unrest and even radicalization. Our model proposes an organizational architecture that enables responsiveness that is cooperative and inclusive at the global, national or local levels.

Current models of central control do not work for many reasons, foremost is that they are not adaptive. Whereas, our model, proposes a self-organizing system based on diffused decision-making; cooperative learning and sharing; and infusing peace into the world.

The NGG model includes another key aspect of self-organizing systems — flow of information — i.e. open and transparent communications and data flow.

Diversity is another element in the NGG model as it is a key component of self-organizing systems.

Four components of the NGG model are: 1. Organization Architecture 2. Prototyping-based Implementation Process 3. Metadata Learning Process 4. Resources and Financing

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2.1 Organization Architecture

The following is a description of the organizational architecture, its structure and functions. Following is a diagram of this architecture.

The components are: 1. World Wisdom Assembly (WWA), 2. Seven Continental General Assemblies (CGAs), 3. Well-Being Implementation Groups (WBIGs).

The process-related responsibilities of these components are: - Needs - The WWA is responsible for determining the needs of the people and the ​ ​ environment based on information gathered by WBIGs. - Priorities and Capacities - The seven CGAs are responsible for communicating ​ ​ with the WWA ensuring that priorities and capacities are taken into account when determining the needs to be addressed first. - Implementation - The WBIGs will implement solutions determined using an ​ ​ iterative prototyping process.

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The United Nations (UN), if desired, could be transitioned to this new structure over a period of time. For example, the WWA would replace the current General Assembly. Agencies, such as the World Health Organization (WHO), would become Global Well-Being Groups, a type of WBIG group.

Flexibility is built into the organization architecture because the WBIG groups can be created and dissolved as needed. Each new iteration of WBIG groups can include the learning from previous iterations since data will be kept in an easy-to-access form.

Finally, the WWA provides a key outreach component responsible for creating a multi-directional dialogue that builds the capacity for infusing peace into the world as the ultimate intent of the NGG.

2.1.1 World Wisdom Assembly (WWA)

The role of the WWA is to set the context and direction for the whole NGG organization, define the purpose and principles that will permeate the NGG, define intent, maintain organizational awareness and create appropriate processes that all work together ensuring a self-organizing NGG.

This Assembly will have three Councils: Elder Ambassadors Council, Community Leaders Council and Reconciliation Council. All members of the WWA will sit on one of the three councils. The process-related role of the WWA is to identify, assess and initiate action to address the needs of the world. Each of the three councils will identify needs from the perspective that their different roles provide them. Additional needs will be identified by countries and WBIG groups. Needs are then collectively analyzed by the WWA together with the CGAs who will provide their perspective with a particular focus on priorities and capacities.

In addition to needs identification, each of the councils has their unique purpose. The Elder Ambassadors will be sitting in on national governing bodies (e.g. parliaments) and have the purpose of being and creating a presence of peace in all participating countries. The Community Leaders will continue their community roles, serving local communities, with the purpose of being catalysts for shared learning provided by the NGG Data Systems. The members of the Reconciliation Council have the purpose of identifying and reducing conflict and trauma within the NGG organization and around the world. Representatives of the WWA will sit in on CGAs, and representatives of CGAs will sit in on the WWA.

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Technological communication methods will assist members to meet regularly even when they are located in different countries.

We recognize that the initial selection of Council members will be a delicate process not easily solved with the use of tight processes and procedures but that it might be better served through the use of democratic processes. Eventually the people in all three Councils will represent the highest human values and be capable of embodying them in their lives, with qualities such as an unwavering commitment to humanity’s best interests. A democratic selection process will set a tone of trust and commitment.

The selected members will decide on the internal structure of the three Councils, their modes of cooperation and collaboration and guidelines for remuneration. Each of the three Councils may have different forms of self governance. This will enable the structure to be dynamic and adaptive to changing requirements and times.

Being an inclusive organization, the NGG strives to bridge the gaps between aspirations and needs, and between national and global considerations, leading to holistic solutions.

Following is a description of the function and responsibilities of the three Councils:

2.1.1.1 Elder Ambassadors Council As part of the overriding intent of the NGG the purpose of the Elder Ambassadors Council is to be and create a Presence of Peace within the governing bodies (e.g. parliaments) of the participating countries. Every country will be able to participate in this initiative in two ways: by selecting an Elder (not necessarily indigenous) from their country and by providing a seat in their governing body for an Elder, preferably from another country. The Presence of this Elder will be a reminder to all, of the importance for nurturing a humane and peaceful mindset at all times.

An Elder is recognized because they have earned the respect of their community through their wisdom, their capacity to have regained inner balance after trauma and their capacity to help people who are struggling with trauma and difficulties in their lives. They strive to teach their deeply ingrained humanity, spirituality, values and teachings by example. They are deeply committed to being a Presence of Peace by sharing their wisdom, providing guidance, and listening deeply.

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The Elder Ambassadors will come together annually and share their knowledge and wisdom with each other.

In this context, the word Presencing can be understood in contrast with its opposite, Absencing, which means clinging to patterns of the past that often lead to the same unwanted results. Presencing is also an important part of our implementation process. In the words of Otto Scharmer, the developer of Theory U and MIT’s U-Lab. Presencing means “sensing and actualizing one’s highest future ​ possibility—acting from the presence of what is wanting to emerge.” (REF4). ​ ​ ​ ​ 2.1.1.2 Community Leaders Council With increases in protests, violence and oppression, it is evident that we can no longer bear the negative consequences of governing structures that are using power over populations. The internet is rapidly raising our awareness to the feelings of being left out, disrespected and exploited. We need a system that will work with this awareness.

Having Community Leaders that listen to and respond to the pulse of the community while knowing the diverse concerns of both local and global governments, will in time, result in fewer social tensions.

The members of the Community Leaders Council, either professional or volunteer, are active community members. They can be local activists, teachers, clergy, etc. who are recognized as community and social leaders and who have a direct knowledge of the needs and challenges of their communities.

Community Leaders are acutely aware of how government policies, either local or national, affect daily life. This knowledge, combined with a values assessment tool such as the Cultural Transformation Tool of the Barrett Values Centre, can provide effective early warning signs of failing social structures. This crucial information is needed to make just-in time adjustments to support the iterative prototyping process.

2.1.1.3 Reconciliation Council Members of the Reconciliation Council will be practicing specialists in restorative justice, conflict and collective trauma resolution. The role of this council would be to raise awareness of conflict and trauma as well as addressing conflicts within the organization. It would also be a part of the WWA organization’s outreach that serves around the world.

Conflict and trauma resolution are key factors that need to be addressed globally. Increasingly, regulatory, punitive, or enforcement solutions have less effect and often met with lack of trust and increasing hostility towards authorities. David

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Martin, in his Ted Talk ‘A Fulcrum Ninja on Wall Street’, (REF5) illustrates how ​ ​ ​ ​ conflict is exacerbated when decisions are made at great distances and how the conflict can be resolved by standing in proximity or in the fulcrum of the conflict. Through both physical and emotional Presence, Reconciliation Council members can bring their humanity to any conflict while acknowledging the humanity in all.

There is still much in our world that generates fear. This fear, being amplified by trauma, causes the majority of the population to be subject to manipulation.

The NGG, by placing a focus on reconciliation and creating processes and practices that address conflict in a new way, will be assisting both those who can be swayed by fear and also those who are not. Trauma resolution will reduce fear and this new way will ensure the engagement of those who are moving beyond fear.

2.1.2 Continental General Assemblies (CGAs)

It is proposed that there be one CGA for every continent and also one for the oceans, which includes the Arctic and Antarctica. Each of these assemblies would make decisions that are of concern to the continent or ocean they represent. Where there are two or more continents/oceans involved, e.g. North and South America, they will meet. The representatives of these assemblies will be selected by the national governments. The CGA will bring their governmental priorities and capacities to the table, in particular for analyzing world needs together with the WWA.

This structure will help prevent the overpowering influence of distant superpowers who are often predominantly interested in the resources of the countries, either human or natural, but are not interested in local development.

Representatives of the WWA will sit in CGAs and vice versa.

The members of the seventh CGA, which represents the oceans, the Arctic and Antarctica, would be mainly scientists selected by invitation following a global call for members of this assembly.

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2.1.3 Well-Being Implementation Groups (WBIGs)

With issues of increasing complexity, an intellectual and an emotional understanding is required to inform the structure and character of WBIGs and the implementation process.

Every WBIG will exist only as long as it is needed and will have the flexibility of creating and dissolving research groups/programs/prototypes etc. depending on current issues. This gives flexibility to the structure.

A WBIG is formed in response to the needs identified by the WWA. It will be self-organizing and self-directed, including being given just enough of a framework so that they can become functional relatively quickly. By giving freedom to make choices, we are challenging and enabling the highest creativity of the group.

WBIGs often work collaboratively with Community Leaders Council members who are familiar with the terrain. For example, when there is a disaster response, ongoing cooperation would be required between those with local knowledge and experience and with those in the WBIG who have the capacity and expertise.

Each WBIG will include directly-concerned citizens and professionals with relevant knowledge and/or experience from many areas like environment, health, education, culture, religion/spirituality, development, etc. which would allow for a multifaceted, holistic approach, moving away from a structure of uni-focused silos. The emphasis would be on collaborative, practical and preventative approaches.

The WBIGs are structured as groups with increasing scope. Starting with the group that has the smallest area of concern, they are: - Family Well-Being group (FWB); - Village Well-Being group, including community, town or city (VWB); - Regional Well-Being group (RWB); - Country Well-Being group (CWB); - Global Well-Being group (GWB).

The GWB groups incorporate the scope of the present UN departments and agencies (e.g. WHO). The scope of the remaining WBIGs is identified in their name. For example, the scope of the VWB group is a village, community, town or city. The WBIGs may collaborate to implement a prototype or to address other issues ensuring the highest inclusiveness at the local and global levels.

There is enough research showing that if families/communities live in safe environments, many of the detrimental results associated with growing up in unsafe,

14 Natural Global Governance ghetto-like settings can be avoided. Population growth slows rapidly with increasing safety and rising education levels, especially for women. Increasing gender equality has a measurable effect on health and quality of life. Hence the FWB group would have a scope and focus on personal, group and cultural relations including their impact on conflict and trauma.

2.2 Prototyping-based Implementation Process

Many of the current day project processes often lead to results of mindless action or actionless conversations. There is currently a need for a process flexible enough to help the transition from the old movement to the new, that allows for failure and acknowledges learning more effectively.

Underlying this process is the understanding that events do not always play out in a linear way. Being adaptive is essential. Guidance on dealing with non-linearity can be found in the Tipu Ake Life Cycle model (REF6). For example, when there is a ​ ​ catastrophe, needs arise and require immediate response. Those who are in the area will move to action and naturally being self-organizing. Subsequently, the NGG will form a WBIG to bring in another level of resources and expertise. Community Leaders may also become involved. At this point it is important that the WBIG and Community Leaders work with, rather than disrupt, the self-organizing that is already in place. As much as is feasible, they must take direction from the people in the region of the catastrophe. This is another form of local decisions taking precedence.

The iterative prototyping that is a major focus of the Implementation Process allows for the openness of playing with different and more creative solutions. Monitoring and evaluation are embedded in these prototyping projects, providing immediate feedback for just-in-time adjustments that correspond to evolving circumstances.

Following is a diagram of this Prototyping-based Implementation Process.

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2.2.1 Needs and Prototyping Approach

The WWA collects information and data about needs from around the world. It also receives requests from countries with particular or urgent needs. The WWA, in collaboration with the CGAs, assesses these needs in the context of priorities and capacities provided by the countries. A WBIG is then formed from directly-impacted citizens, professionals , specialists and practitioners who will then start the selection of stakeholders who will participate in the prototyping projects. A global call would be generated inviting other countries who have similar needs or past experience to participate in this upcoming process.

The WWA always ensures the balance between the three fundamental spheres of ‘Government’, ‘Market’ and ‘Society’.

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2.2.2 Dynamic Balance Between The True, The Good and The Beautiful

We currently face challenging world trends: an unprecedented growth of inequalities between the poor and the wealthy, a humanity exploiting the environment, many refugee crisis caused by poverty, natural disasters and war and exponential population growth. In the last century we have attempted to resolve these difficulties using different social systems but have only succeeded in exacerbating the situation. Currently, there are theocracies where religion overpowers government and market actions; communism finds governments overpowering the market and civil society\communities; and capitalism or neo-liberal fundamentalism finds corporations\markets overpowering governments and communities are overwhelmed by feelings of fear being disseminated by the media. Throughout we have observed imbalances of power between Government, Market and Society. We believe that paying attention to and giving an equal voice to ‘Government’, ‘Market’ and ‘Society’ could address these disturbing trends. The Social Threefolding approach by Rudolf Steiner, could create a movement toward a better balance of these powers by working with the situation as it exists and looking more carefully at the effect of the boundaries between the powers. (REF7) ​ Social Threefolding describes three spheres or powers that need to be kept separately sovereign and in equilibrium yet interconnected through partnerships and dialogues. 1. Government \ Polity \ Rights \ Justice -- Focuses on equality. How are we ​ ​ building a more peaceful, democratic, just and equitable society so that people can participate in co-creating their future? (Polity\Rights: equality) 2. Market \ Business \ Corporations \ Economy \ Banking -- Focuses on mutuality ​ ​ and collaboration. How can we build a more efficient and collaborative economy that meets all people’s real needs, including the poor and future generations. (Economy: mutuality, collaboration) 3. Society \ Community \ Civil Society \ Culture \ Environment \ Religion \ Health \ ​ ​ ​ ​ Education \ Agriculture -- Focuses on individual freedoms. How are we renewing our culture and enabling every human being to reach and maintain their full human spiritual, creative, social and physical potential? (Culture: freedom)

2.2.3 Deep-Listening Decision Making Dialogue Process In an outcome-oriented decision-making process, the importance of listening is greatly undermined. In the Theory U decision making dialogue process, developed by Otto Scharmer of the MIT U-Lab, four levels of listening are defined that go from:

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‘I know that already’ type of listening up to a more generative listening. It is the generative type of listening that we refer to in our NGG model, that calls for group dynamic synergy to happen and for fresh new options to emerge. (REF8) ​

In cross-cultural, multi-language environments it takes time for people to understand the meaning of the words that are being spoken and the emotions that are being expressed. The decisions that result from the ‘I know that already’ mindset usually create less buy-in from the people who are less directly involved in the situation. Greater ownership of decisions generates a sense of security leading to greater alignment and a motivation to effectively resolve a situation. It also motivates people to honestly monitor all of the results and impacts of the decision for continuous improvements.

In this model, we use the Theory U true dialogue process as an example, since it has a clear definition of the generative process, but there are other processes that promote social creativity such as Change Lab, Open Space and others.

Theory U is an approach developed by action researchers at MIT that has had great success in leading complex social systems to create profound change. It has been practiced by leaders around the world for over 20 years. It can be applied to an organization, a community or a system. According to Scharmer it is a way to ‘explore ​ the future by doing’, by initiating prototypes with a special quality that connects the ​ personal, relational, and systemic dimensions of change.

The process can be divided into 3 major parts: Part 1: Co-Initiating and Co-sensing - as we learn by reflecting on the experiences of the past and by the first hand sensing of ‘what is’ by applying several action research tools. Part 2: Presencing - as we learn to let go of the past and turn to learning from the future. As we connect with ‘the source’ and explore what emerges. Part 3: Crystallizing, Prototyping and Co-Evolving - as we examine the meaning and application of what emerges and transform it into action with our intention by linking head, heart and hand.

Distributed decision-making equipped with monitoring and evaluation tools, will evaluate the projects’ results and impacts in an ongoing way. This will ensure the capacity for realignment at all levels whether individual, collective or inter-connective. An important result of this information and data collection is that decision makers will, in a timely way, understand who is benefiting and who is left out. (REF9) ​

In the situation of responding to needs arising from a catastrophe, the wisdom of Theory U is most needed as are ongoing monitoring and evaluation.

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2.2.4 Dynamic Self-Organizing Iterative Processes Diversity is a key component of self-organizing systems. We learn this from nature and from complexity theory. Notice how the diversity of the incremental approach of multiple prototyping projects mimics natural systems.

As the iterative adjustments to prototyping projects result in concrete positive movement, participants come to experience how the collective and interconnected results offer a benefit to themselves, and indeed to the whole of humanity. The relationship between clusters of prototyping projects gradually results in an expansion of consciousness for the betterment of humanity in general.

The prototyping embedded in this process is a way of enabling participants to easily understand possible actions with little needed education. The example of micro-financing and the Grameen Bank by Muhammad Yunus shows that when a system is appropriately set up, even poor people can adapt and quickly start using the system. (REF10) ​

This iterative process is a key component of how communication and shared learning are centralized within the organization. The maxim of “think global and act local” tells us in essence that any parts of the organization that are centralized must be non-controlling. Hence, the central parts in our model provide a service that helps to make better local decisions. Locally-made decisions, or decisions made only by the people directly or indirectly concerned, are binding as long as they are not sabotaging or undermining other decisions or priorities. This model allows people to make decisions and learn from the outcomes even if they prove to be a mistake.

A dynamic, iterative process also removes fear of failure and enables creativity and experimentation. In the long run, this will save time and resources because the process corrects what doesn’t work in small increments rather than trying to overhaul a big system.

2.3 Metadata Learning Process

A fundamental characteristic of this model is that it provides for learning, growth and evolution. This is done by having an open and transparent NGG data system that is used to capture information such as: - Data from prototyping projects, which includes individual and as well as inter-connected costs, results and impacts

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- Results of monitoring and evaluation of assemblies, councils and groups - Relevant theories and methodologies - Experiential results from the different structures, processes and methodologies that have been tried out

In other words, this data system would contain a broad range of information, including concepts, knowledge and experience.

Since this data system provides the foundational element for the NGG to be a Learning Organization, it is important that the latest methods for data storage and retrieval are used. For example, by providing the capacity for data visualization, it becomes easier to extract meaning from the data. In addition, given that this will be an open and transparent data system that is meant to be shared and enable deep learning for all countries, it is essential that the presentation of the data is meaningful in many different cultural contexts.

Following is a diagram of the Metadata Learning Process.

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2.3.1 Governance Data System

The Governance Data System is a database system that incorporates leading-edge storage and retrieval capabilities. The data storage function needs to be clear and intuitive so that it can be used by non-technical people. The data retrieval function must also be easy to use and provide the option for visualization of the data.

In addition, great care must be taken with the full design and implementation of this system. It is an integral component for ensuring that the NGG organization becomes a Learning Organization. Further, given that this system will be used by countries around the world, it may be important to use Big Data methods.

This data system must be open and transparent since it is part of an open and transparent NGG organization. This system must be designed by experts who know how to create an open system while still protecting individual privacy in an appropriate way. For example, retrieval of medical data should provide collective statistics only while not allowing individual medical data to be retrieved.

2.3.1.1 Seeding the Database Given that this proposal for a new Global Governance organization is based on using leading-edge concepts and methods, we are providing a list of examples that have been helpful in our own work. These could be used to start populating the database. 1. Basic Income (REF11) ​ 2. Big Data (REF12) ​ 3. Bohm Dialogue (REF13) ​ 4. Change Lab by Adam Kahane (REF14) ​ 5. Chaordic Organization by Dee Hock (REF15) ​ 6. Complexity theory and self organization (REF16) ​ 7. Country-based Public Square (Agora) 8. Cultural Transformation Tool from Barrett Values Centre (REF17) ​ 9. Democratic Networks (REF18) ​ 10. Direct Democracy (REF19) ​ 11. Ken Wilber (Integral theory, AQAL) (REF20) ​ 12. Leadership and the New Science by Margaret Wheatley (REF21) ​ 13. Learning Organization (REF22) ​ 14. Social Threefolding by Rudolf Steiner (REF23) ​ 15. Swarm Intelligence (REF24) ​ 16. Theory U (REF25) ​

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17. Tipu Ake by Peter Goldsbury (REF26) ​ 18. Yanis Varoufakis on Aristotle and Democracy (REF27) ​ ​

2.3.2 Monitoring and Evaluation

Monitoring and evaluation is regularly done for NGG’s organizational groups as well as for all projects such as prototyping. This feeds data, contributing to learning, into the NGG Data System.

The monitoring and evaluation methods need to be selected with care so that they contribute to organizational learning. An example of an evaluation method that intentionally contributes to learning is Developmental Evaluation by Michael Patton. (REF28)

An excellent organizational survey tool that helps groups move to higher levels of functioning, the Cultural Transformation Tool from the Barretts Value Centre, is proposed for use by the WWA, CGAs and WBIGs. This assessment tool measures the perceptual distance between perceptions of reality and aspirations. If there is an overlap between the two, it indicates a low stress level in the tested population. Consequently the larger the distance between perceptions and aspirations the higher the stress levels. This tool provides a deeper understanding of what motivates, and an objective diagnosis of what is and isn’t working, and actionable insights.

With the iterative prototyping process, monitoring and evaluation will be incorporated incrementally so that feedback can be received early enough to avoid the problem we currently see of ‘too little too late’ results. The programs and initiatives can start small and grow, as modifications are added in a way that reflects the ongoing situation at a natural pace.

2.3.3 Transparency

In our current world, it is commonly believed that being open and transparent will disadvantage an organization — for example, one can lose one’s competitive edge. However, recent examples of open source collaborations shows that transparency actually increases creativity and the outcomes are beneficial contributing to sense of safety and wellbeing of all involved. The competition for

22 Natural Global Governance excellence, greater benefits can replace present competition that leads to exclusivity, narrow access and protectionism.

Transparency prevents corruption, exclusion leading to privileged and disadvantaged enclaves, need for increased protection and security.

The flow of information between the peripheral parts and the core of the NGG can be a mechanism for establishing a new standard for an open flow of information. A Learning Organization thrives on such openness.

2.4 Resources and Financing

It is often claimed that there is never enough money or financing to achieve what needs to be done or that the resources are scarce and difficult to obtain or have been misused. Yet is just putting more money on a problem, in the hope of solving it, still the most viable solution?

The NGG requires money, buildings and equipment for its day-to-day operations. Money will also be required for prototyping projects and catastrophe response. As social entrepreneurs, to be in coherence with the core values of our model, we feel that the money must come from organizations or foundations that ​ ​ celebrate and enable what it means to be human in the face of an increasingly dehumanizing culture. At this time there are several banks or foundations in the world that use social entrepreneurial skills that may serve as models for setting up a new bank.

2.4.1 Collective Resources

Resources for the day-to-day operations of the NGG, for prototyping projects and for catastrophe response will mostly come from the NGG Bank, who will initially get funds from participating countries similarly to what is done now.

However, we need to acknowledge that the quickest access to resources are from those who are directly involved. At all times, NGG will acknowledge and work with concerned citizens who move into action to address a situation with their available resources. This is key to empowering a citizen-based dynamic process. While the NGG process moves into action (assesses needs and identifies stakeholders) and takes direction from the citizens who are on the ground, the

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WBIGs would invite citizens into a dialogue to create a collaborative environment needed for the implementation process to be launched. The key initial questions proposed to these participants asked in these dialogue conversations would be: 1. What can I do? 2. What can my local community do? 3. What do we need from the NGG Bank?

Once these questions are answered, the community will be able to identify and access multiple resources such as: money, in kind and know-how, that would then contribute to the overall balance of resources needed to bring the prototype projects to fruition.

In the case of a catastrophe, self-organizing will begin by those who are in the area, and this will naturally result in the first 2 questions being immediately asked. When the NGG comes, bringing additional resources (question 3), they must respect and work with the fact that questions 1 and 2 will already be happening. They must work with, and not disrupt, the self-organizing that has already begun.

We believe that it will be the involvement of all who are concerned in this decision process that will generate the collective sense of ownership, the motivation and the consciousness needed for total and holistic success, whether the situation is a developmental one or of a catastrophic cause.

Our approach to financing has the aim of empowering communities to find collaborative and innovative solutions to their needs. It’s not about convincing anyone what is right for them, it is about enabling their natural way of growing.

2.4.2 Natural Global Governance Bank

In our current world, we see that money and financing are used to achieve specific outcomes that are not necessarily in alignment with those who are supposed to receive the benefits of a project. It is for this reason that we are proposing a process that balances the power between the three spheres: ‘Government’, ‘Market’ and ‘Society’. We are proposing the creation of financial institution we are calling the NGG Bank that is guided by social entrepreneurial principles to empower self-governing citizen-based initiatives. It would act as an ethical bank that would find its authority and accountability in the active civic engagement of the people concerned with the issues at hand, in line with the values of NGG.

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Examples of this kind of ethical banking already exist: Oikos bank in Denmark, GLS bank in Germany, Triodos Bank in Spain and RSF Social Finance in USA. MIT has created a free online course that provides additional examples and guidance in the characteristics of such a bank. (REF29) ​

When the required resources include money that is not locally available, the NGG Bank can provide the funds. This bank will operate as a social financing bank ensuring that they are using principles similar to those proposed in this model. Similar to any bank, the NGG Bank will generate resources. Additionally, they will make projects more free from the influence of agenda-driven donors.

2.5 Interactions between architecture and processes

2.5.1 Example of Interactions Diagram

Following is a diagram that shows a possible flow through the architecture and processes of the NGG model. This flow is basically the one that is described in this document.

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Given that this is a living and adaptive model, this is only an example of a starting point. Every iteration through this model needs to be adapted to the circumstances. For example, when a small village uses this model it will be greatly simplified.

Since this is a living system, each time this, or an evolved version of this system, is used, the Meta-Data Learning Process system should be consulted for advice on how to use this system more effectively.

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3. Argumentation demonstrating how the model meets the assessment criteria

Assessment criteria

1. Core Values

From the Bhagavad Gita to Plato to Steiner three values are always showing up, from ancient wisdom books to philosophers and pundits: the True, the Good and the Beautiful. The three values are part of ‘bonum publicum’, The Common Good - a balance between individual and collective interests.

Our proposal is structured to re-balance the three values in line with Steiner’s social threefolding spheres: Government/Judicial, Market/Commercial, Society/Community. The True represents the tangible and measurable reality of science, nature and the logical mind i.e. judicial system. The Good represents the commons of morals and culture governed by ethics - i.e. win-win-win-win in business activity. The Beautiful is an inner subjective perspective of self, expressed by truthfulness, arts and governed by aesthetics - there are many ways for individuals and society to self reflect. Since the Renaissance, the western world began favor the logic of True over intangible values of self and cultural expression. The consequence of this lopsided focus is a polarization within our societies.

The main complaint of disenfranchised people around the world is that they are not being respected. By balancing the True, the Good and the Beautiful we expect that a side effect will be a much greater sense of respect by people around the world. This includes gender equality.

2. Decision-Making Capacity

In the NGG model, ownership of decision-making rests more with those who are impacted by the decision. This alone, will naturally lead to an improved quality of decisions. In addition, the balance of power is taken into account by ensuring that stakeholders are from the social threefolding spheres of Government, Market and Society. By involving those who can benefit or be negatively affected by a decision,

27 Natural Global Governance it ensures that all perspectives are taken into consideration. Given that we have internet access around the world, the active participation of all involved is easily possible. This encourages a sense of ownership for decisions and a sense of responsibility for its realization. There will no longer be a need for veto powers. Greater ownership of decisions will generate a sense of security leading to greater alignment and the motivation to harmonize a situation and to honestly monitor and evaluate all of the results and impacts of the decision.

By using a deep-listening process, such as Theory “U”, it would bring the focus of the conversation, or the fulcrum, closer to reality in an experiential way. The Presencing phase of Theory “U”, where the participants engage in a moment of introspection and connection with deep emergence, invites a collective intuition to embrace a wider sense of how to harmonize the situation leading to the envisioning of concrete actions to be transformed into prototype projects.

Equipped with monitoring tools, these projects would continually evaluate the individual, collective and inter-connective results and impacts. This would ensure a capacity for realignment at all levels whether individual, collective or inter-connective. These monitoring and evaluation results would inform decision makers about who is benefiting and who has been left out.It would enhance the decision-making capacity since the interconnected parties would have access to real-time data to identify possible actions for the immediate future from their unique perspective. The participants would then be in a better position to adjust their decisions while doing multiple iterative projects. When these projects are launched simultaneously, they work together, creating synergistic effects. These adjustments would create more informed prototype projects bringing the world closer to a harmonized resolve in difficult situations.

The data nourishes an iterative movement leading to a more balanced and adaptive decision in the end. This iterative approach, with the participation of all who can benefit or be disadvantaged, would ensure that the discrepancy between what is expected and the actual results is less stressful and more easily adaptable.

The centralization of communication and sharing of learning assists better local decision-making. Those who are close to the local decisions, will have access to similar or contrasting decisions that are being made in different prototyping projects. The transparency of decisions and the fact that locally-made decisions will be binding prevents the sabotaging or undermining of decisions and priorities. Additionally, this model allows people to make decisions and learn from the outcomes even if they prove to be a mistake.

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3. Effectiveness

Since the proposed model is non-coercive, appropriate elements are needed to ensure effectiveness: - Safety - Individual response-ability - Focus on relationships - Data collection and tracking - Process beginning with needs - Blockages are addressed

When people feel safe, they are more likely to follow through on agreements. They more easily communicate and collaborate with each other. They take their own commitments more seriously. This model increases safety by reducing the possibility that external groups can have an impact on local environments without the agreement of those living there. In addition, given that local decisions are binding, the ability to learn from mistakes and adapt makes it more likely that safety can be achieved.

Since this model addresses needs, it means that the focus on needs creates environments for people to take more responsibility for themselves as they will gain more ability to respond and the natural creativity will emerge. The need for the for the “system” to do things for them will be replaced by multilayered collaborations .

Leading edge theories of management focus on the importance of relationships. When we pay attention to our relationships with those around us, we are better able to collaborate with each other. In the exponentially increasing complexity around us, creative solutions come more readily from collaborative work rather than only from brilliant individuals. Collective intelligence can be accessed when we learn and cultivate open and transparent dialogues.

Keeping track of all relevant data for a project ensures that people have the data they need, when they need it. Creating a data bank accessible by everyone enables greater levels of learning for all within the system. We need experts to build and organize large databases, that are easily searchable and that give everyone the possibility to input their process experience and results in various formats.

Given that the process in this model begins with the needs of the people, eventually it will result in trust and more harmonious societies. Blockages form in both individuals and systems. What we see in individuals will be reflected in the systems and vice versa. Trauma is a type of blockage in our bodily systems. And a

29 Natural Global Governance special focus will be on collective trauma resolution. There is now scientific evidence that trauma is being transferred from generation to generation, although blocking the transmission of trauma is inherent in the wisdom of people, culture, religion. All humanity carries scars of the past and we are just starting to understand the consequences of past wars and atrocities. Unless addressed, history will repeat itself, with increasingly global consequences. Given that the Natural GG structure and related institutions focus on communication and shared learning, this will help release blockages.

4. Resources and Financing

We are proposing that social entrepreneurial principles be used to empower a self-governing, citizen-based financial institution we are calling the NGG Bank. This is an ethical bank that would find its authority and accountability in the active civic engagement of the people concerned with the issues at hand.

Resource decisions will be local (at the level of the issue) and more directly related to real needs. To preserve the essence of our model, locally-made decisions ​ ​ must not be overridden and may need to be negotiated if conflicts arise between WBIGs.

We believe that the involvement of all who are concerned in the identification of resources and the decision process will generate a collective sense of ownership, the motivation and the consciousness needed for total and holistic success. It promotes the creative management of resources with a focus on an evolving collective intelligence that cares for humanity and earth. As a side effect a better and more creative use of resources might emerge. Such an approach generates creative solutions to identifying the resource contribution from the countries themselves in the form of land, human effort, etc. As an example, see the Jambi Huasi health clinic in Otavalo, Ecuador. (REF30) ​ ​

5. Trust and Insight

Trust is earned and cannot be mandated. It is the result of an organizational architecture and processes that are in alignment with core values and natural laws. Elements of the proposed model that increase trust and contribute to the understanding of power structures and decision-making are: - Relationship and Collaboration - Communication and dialogue

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- Open & transparent - Trauma awareness - Experiential - Think global; Act local - Caring for the commons - Power dynamics - Decision-making influences - Non-coercive systems and processes

Trust is built in relationship. With relationship and trust, true collaboration can take place. Specifically, the implementation process begins with asking what is needed before determining the path forward. When these needs are addressed in a real way, trust is built and relationships are strengthened.

Open communication and processes that include deep listening and true dialogue, lead to both trust and more effective actions. Transparency allows for meaningful communication to occur, so that a new collective action can be taken. For openness and transparency to be “real”, there must be a high level of truthfulness, honesty and ethics. However, we must be mindful of the fact that a traumatized community cannot easily be open and transparent. This underlines the importance of being in relationship and acknowledging both our individual and collective traumas.

Currently, knowledge and expertise are often used coercively. We now say that knowledge is power, and what we see is that experience is being valued less, but it is essential for a holistic approach to problems. Given that this model is based more on working with the needs of the people, it will automatically include experience along with knowledge in determining the way forward. This is a process where knowledge and expertise collaborate with the dynamics of a community. The iterative approach to prototyping also ensures that experience is included in determining the way forward.

The maxim to “Think Global; Act Local” can guide our approach to caring for the commons. Given that our world has become too small for many of our human activities, we are now thinking much more about how we care for the commons. Taking care of the environment must be done by those who will be most affected by the consequences of any actions. Or it must be done by those whose children (or children’s children, etc.) will be affected by the actions.

In the proposed model the smallest collective unit, the family, will have greater responsibility and ability to take care of and provide for themselves. This leads to a power structure that is more bottom up. Decisions that are made at a local level for

31 Natural Global Governance the local environment will be binding and cannot be overturned by the NGG and related institutions. For this to work, it will be necessary for there to be a general understanding of power dynamics. The Governance Database and approach to shared learning will both contribute to this understanding.

With non-coercive systems and processes, people become more aware of the local impacts on their environment. They come to understand that self-responsibility is the way to make things better, especially since the results that they achieve are not overturned by other parts of the system.

6. Flexibility

Flexibility is a key characteristic of the proposed model. With flexibility, evolution can occur more easily in a flowing and organic manner. In the past we’ve been building our systems and structures with the goal of finding a solid stable state. We now see that this has hampered our ability to adapt to both internal (e.g shared learning) and external (e.g. environmental) changes. From the lessons of both complexity science and nature, we see that self-organizing systems, such as our model, are flexible and adaptive social systems.

The core of the model (WWA) ensures that flexibility permeates the organization in an ever-growing way by keeping the channels of communication open both ways: bottom-up and top-down. Open communication and flow of information is a necessary part of a system that can evolve and hence be adaptive and flexible.

The effectiveness of the proposed model fundamentally relies on flexible prototyping projects that are monitored and evaluated on an ongoing basis. The results of these assessments are then used to make ongoing, small and incremental changes that affect the NGG culture as well as outcomes and impacts of its activities. Following some flexible and effective tools and methodologies that can be used: - The Cultural Transformation Tool from the Barrett Values Centre; - Chaordic Organization methodology by Dee Hock - Well-Being and economic measurement systems such as GNH (Gross National Happiness) and CIW (Canadian Index of Wellbeing)

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7. Protection against the Abuse of Power

The culture with a focus on the True, the objective, logical and empirical side of life, is results and outcome oriented. Conflicts and abuse of power are often the result of imposing transactional agreements where relational processes would prove more beneficial. Relaxing the focus on results and outcomes and introducing transparency within our process will create a culture that values understanding over winning wrong/right arguments.

“Marko Pitesa of Grenoble's Ecole de Management and Stefan Thau of the London Business School, found that people who expected to be judged on the results of their decisions were far more likely to abuse the trust placed in them than were people who expected to be judged on the procedures they used to decide.” (REF31) ​ ​

The following are the components of our model that represent our control system and protection of the abuse of power:

● The Theory U introduces the practice of 4 levels of listening. Listening creates an environment where people feel seen and recognized. In such an environment, abuse of power is less prevalent. ● In instances of abuse, the Reconciliation Council will have procedures to address the issues. ● The introduction of the Social Threefolding principles where government, market and society are represented equanimously, all points of view are included in addressing issues at hand. Bringing all stakeholders together this way, means everyone is part of the process on an equal basis.

8. Accountability

Accountability procedures, as practiced now, adhere to a punitive model. They are often surrounded by many assumptions and clashing perspectives. The way accountability is managed is from an underlying understanding of unequal power relationship.

Accountability if practiced not as a transaction but in a context of relationship, becomes transparent, ongoing, creative and dynamic can capable of immediate consequences and self or group correction. The final accountability is in meeting needs and gaining buy-in of the receiving groups.

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References

1. REF1 - Hock, Dee, Peter Senge (forward) (2005), One from Many: VISA and the

Rise of Chaordic Organization, San Francisco California, Berrett-Koehler Publishers

2. REF2 - Laloux, Frédéric, Ken Wilber (forward) (2014 ), Re-inventing

Organisations: A Guide To Creating Organizations Inspired By The Next Stage Of

Human Consciousness, Oxford England, Nelson Parker Publisher

3. REF3 - Senge, Peter (2006), The Fifth Discipline: The Art & Practice of The

Learning Organization, USA, Currency Doubleday

4. REF4 - https://www.presencing.com/theoryu

5. REF5 - https://www.youtube.com/watch?v=9hW2zg-boQE

6. REF6 - http://www.tipuake.org.nz/

7. REF7 - Steiner, Rudolf, (1920), The Triorganic Social Organism: An Exposition of the Embryonal Points of the Social Questions in the Life-Necessities of the Present and Future, Detroit Michigan, Goetheanum Press of America.

8. REF8 - Scharmer, Otto, Peter Senge (forward) ( 2016), Theory U: Leading From the Future As It Emerges, San Francisco California, Berrett Koehler Publishers

9. REF9 - Peter Senge, founder of SoL (Society for Organizational Learning): http://www.solonline.org/

10. REF10 - https://en.wikipedia.org/wiki/Muhammad_Yunus

11. REF11 - https://en.wikipedia.org/wiki/Basic_income

12. REF12 - https://en.wikipedia.org/wiki/Big_data

13. REF13 - https://en.wikipedia.org/wiki/Bohm_Dialogue

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14. REF14 - https://reospartners.com/reos-management/adam-kahane/

15. REF15 - http://www.deewhock.com/

16. REF16 - https://www.complexityexplorer.org/

17. REF17 - https://www.valuescentre.com/

18. REF18 - http://escholarship.org/uc/item/7m08m12h#page-2

19. REF19 - https://en.wikipedia.org/wiki/Direct_democracy

20. REF20 - http://www.kenwilber.com/Writings/PDF/IntroductiontotheIntegralApproach_GE

NERAL_2005_NN.pdf

21. REF21 - Wheatley, Margaret (1999), Leadership and the New Science :

Discovering Order in a Chaotic World, San Francisco, Berrett-Koehler Publishers

22. REF22 - https://en.wikipedia.org/wiki/Learning_organization

23. REF23 - https://en.wikipedia.org/wiki/Social_threefolding

24. REF24 - https://en.wikipedia.org/wiki/Swarm_intelligence

25. REF25 - http://www.ottoscharmer.com/publications/executive-summaries

26. REF26 - http://www.tipuake.org.nz/

27. REF27 - https://www.youtube.com/watch?v=hPnQjzRCsWM

28. REF28 - https://evaluationcanada.ca/distribution/20090601_quinn_patton_michael_a.pdf

29. REF29 - https://www.edx.org/course/just-money-banking-if-society-mattered-mitx-11-405x-

0

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30. REF30 - Otavalo, Ecuador Clinic - http://www.unfpa.org/news/jambi-huasi-–-health-care-speaks-indigenous-commun ities-ecuador

31. REF31 - http://bigthink.com/Mind-Matters/study-to-prevent-abuse-of-power-focus-on-proc edure-not-results

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Descriptive tags/keywords

Wisdom

Reconciliation Trauma

Elders Transparency

Chaordic Prototyping

Community Leaders Data Visualization

Presencing Theory U

Social Threefolding Emergent Future

Deep Listening Iterative

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About Us

Throughout our journey in developing the Natural Global Governance model, we focused our collaborative efforts on putting into words and structure all of our emerging ideas and concepts that arose from our different individual backgrounds and domains of interest. This chaotic, creative process brought sudden and unexpected clarity one Sunday evening. The structure came alive as we drew the model on paper. It was a moment of elation and satisfaction that we were privileged to witness.

- Joanne Mantha, Maya Bobrowska & Pamela Schreiner

Emails: - [email protected] - [email protected] - [email protected]

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