Leading Transformative Change Collectively This book directly helps decision-m akers and change agents in companies, NGOs, and government bodies become more proficient in transformative, collaborative change in realizing the SDGs. This practitioner’s handbook translates a systemic – and enlivening – approach to collaboration into day- to- day work and management. It connects the emerging practice of multi- stakeholder collaboration to easily understandable models, tools, and cases. Numerous, concrete cases not only bring this methodology to life, but also help identify the challenges and avoid common mistakes. The book can be used as a guide to apply a breakthrough approach for navigating the complexity of stakeholder systems, designing results- oriented process architectures, ensuring the success of cross- sector change initiatives, and enlivening collaboration ecosystems for SDG implementation. It is designed to enhance high quality stakeholder engagement, dialogue, and collaboration. A must-read, the book sets a new standard for the collaborative implementation of Agenda 2030 and is a foundational guide for leading sustainability transformations collectively to achieve climate change mitigation, social integration, equitable value chains, and address broad sustainability challenges. Petra Kuenkel, Executive Committee Member of the Club of Rome and Founder of the Collective Leadership Institute, is a systems psychologist, visionary author, and expert in complex multi- stakeholder collaborations. She drives SDG implementation by scaling- up collective stewardship skills for corporations, public sector, and civil society. Elisabeth Kühn is an expert in transformative sustainability initiatives that empower civil society actors. As a managing partner at the Collective Leadership Institute, she has worked extensively in facilitating and building capacity for collaboration of change agents in sustainable resource management and good governance. Dominic Stucker’s passion is engaging multi-s takeholder teams to lead systems transformations for sustainability. As a Donella Meadows Fellow and managing partner at the Collective Leadership Institute, he is an expert dialogic facilitator, systems thinker, and process steward working across borders to help realize the SDGs. Douglas F. Williamson is a managing partner at the Collective Leadership Institute, an education, facilitation, and sustainability communications expert, and an award-w inning environmental filmmaker. He has substantial experience in working with international environmental NGOs, the United Nations University, and the US EPA’s Climate Change Division. Leading Transformative Change Collectively A Practitioner Guide to Realizing the SDGs Petra Kuenkel, Elisabeth Kühn, Dominic Stucker and Douglas F. Williamson First published 2021 by Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN and by Routledge 52 Vanderbilt Avenue, New York, NY 10017 Routledge is an imprint of the Taylor & Francis Group, an informa business © 2021 Petra Kuenkel, Elisabeth Kühn, Dominic Stucker and Douglas F. Williamson The right of Petra Kuenkel, Elisabeth Kühn, Dominic Stucker and Douglas F. Williamson to be identified as authors of this work has been asserted by them in accordance with sections 77 and 78 of the Copyright, Designs and Patents Act 1988. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license. Trademark notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. British Library Cataloguing- in- Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging- in- Publication Data Names: Kuenkel, Petra, 1956– author. | Kühn, Elisabeth (Intern), author. | Stucker, Dominic, author. | Williamson, Douglas F., author. Title: Leading transformative change collectively : a practitioner guide to realizing the SDGs / Petra Kuenkel, Elisabeth Kühn, Dominic Stucker, Douglas F. Williamson. Description: Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2021. | Includes bibliographical references and index. Identifiers: LCCN 2020029452 (print) | LCCN 2020029453 (ebook) | ISBN 9780367471170 (hardback) | ISBN 9780367471187 (paperback) | ISBN 9781003033561 (ebook) Subjects: LCSH: Sustainable development. | Cooperation—Social aspects. | Leadership—Social aspects. | Organizational change. Classification: LCC HC79.E5 K83 2021 (print) | LCC HC79.E5 (ebook) | DDC 658.4/06—dc23 LC record available at https://lccn.loc.gov/2020029452 LC ebook record available at https://lccn.loc.gov/2020029453 ISBN: 978- 0- 367- 47117- 0 (hbk) ISBN: 978- 0- 367- 47118- 7 (pbk) ISBN: 978- 1- 003- 03356- 1 (ebk) Typeset in Scala Sans by Apex CoVantage, LLC Contents List of acronyms vii List of tables ix List of figures xi List of case examples xiii List of boxes xv Acknowledgments xvi Preamble xviii Foreword xix Introduction 1 1 Getting started: understanding collaborative action for transformative change 10 Multi- stakeholder collaborations in SDG implementation 13 Leading collectively at all levels: from global to local 18 Formats of multi- stakeholder collaborations that fit purpose 23 Understanding cross- sector settings 32 Creating conditions for transformative change 43 The Collective Leadership Compass for the collaborative journey 53 2 Getting active: making multi- stakeholder collaborations work 71 Stewarding collaborative change: the Dialogic Change Model 72 Examples from the field: leading transformative change 110 3 Ensuring success: the role of dialogic process facilitators in enlivening collaboration ecosystems 129 The purpose of dialogue in multi- stakeholder collaborations 131 Dialogic process facilitators: stewards of aliveness in collaboration ecosystems 158 4 Becoming transformative: process architectures for building impactful collaboration ecosystems 208 Planning impact in multi- stakeholder collaborations 210 The purpose of process: cultivating aliveness in collaboration ecosystems 226 The purpose of structure: governance for sustaining aliveness in collaboration ecosystems 252 5 Becoming reflective: cultivating a culture of learning 265 From success factors to collaboration catalysts 268 The role of process monitoring in multi- stakeholder collaboration 283 Trouble shooting guide: managing difficulties in multi- stakeholder collaboration 296 Communication: the fastest route to a learning culture 313 Methodologies for leading transformative change collectively 320 6 Epilogue 334 Annex 1 Collective Leadership Compass 338 Annex 2 The Dialogic Change Model 339 Annex 3 SDGs 340 Annex 4 Glossary 341 Index 347 vi contents Acronyms 4C Common Code for the Coffee Community ACA African Cashew Alliance ADRA Adventist Development and Relief Agency AUDA African Union Development Agency BEDS Bangladesh Environment and Development Society BMZ German Ministry for International Cooperation and Economic Development CTA Central Technical Amana EC Executive Council EDS Egyptian Dual System EFIA Egyptian Federation of Investors Associations EITI Extractive Industries Transparency Initiative EU European Union FAO Food and Agriculture Organization of the United Nations FEI Federation of Egyptian Industries FLEGT Forest Law Enforcement, Governance, and Trade Action Plan FSC Forest Stewardship Council GDP Gross domestic product GIZ Gesellschaft für internationale Zusammenarbeit GNF Global Nature Fund GTA Governorate Technical Amana IWRM Integrated Water Resource Management KAZA Kavango- Zambezi MAP Multi- Actor partnership MoETE Ministry of Education and Technical Education (Egypt) MoFALI Ministry of Food, Agriculture, and Light Industry of Mongolia MoU Memorandum of understanding NAMAC National Association of Mongolian Agriculture Cooperatives NEDLAC National Economic Development and Labour Council in South Africa NEPAD New Partnership for Africa’s Development NEWS Nature, Environment, and Wildlife Society (India) NGO Non- governmental organization OECD Organisation for Economic Co- Operation and Development PAGE Partnership for Action on Green Economy PGS Participatory Guarantee System POAg Multi- Stakeholder Partnership for Organic Agriculture PPD Public Private Dialogue RSPO Roundtable on Sustainable Palm Oil SDGs Sustainable Development Goals SIDS Small island developing states SITRA Finnish Innovation Fund SMEs small- and medium- sized enterprises STEM Science, technology, engineering, and mathematics TEGs Technical expert groups TLAS Timber Legality Assurance System TLD timber legality definition ToC theory of change TWG Technical Working Group UN United Nations UNCTAD United Nations Conference on Trade and Development UNESCO United Nations Educational, Scientific, and Cultural Organization US United States VPA Voluntary Partnership Agreement WE worldwide enhancement WWF World Wide Fund for Nature viii acronyms Tables 0.1 Levels of skills development for multi- stakeholder collaboration 7 1.1 Why multi- stakeholder collaborations are a promising approach to SDG implementation 15 1.2 Checklist for the potential of multi- stakeholder collaboration 18 1.3 Understanding the difference between consultation and cooperation processes 24 1.4 Formats of multi- stakeholder collaborations: summary of purpose and applications 32 1.5 Navigating the interests of different stakeholder groups 41 1.6 From individual leadership to collective leadership 45 1.7 The Collective Leadership Compass dimensions and aspects 61 1.8 Levels of Compass applications 64 2.1 The four phases of multi- stakeholder collaboration 75 2.2 Readiness check Phase 1 103 2.3 Readiness check Phase 2 105 2.4 Readiness check Phase 3 106 2.5 Readiness check Phase 4 108 2.6 The 4C initiative’s high- quality collaboration in Phase 1 112 2.7 The 4C initiative’s high- quality collaboration in Phase 2 114 2.8 The application of the Collective Leadership Compass in Phases 1 and 2 for sustainable forestry and trade in Laos 119 2.9 Context understanding with the Collective Leadership Compass 123 3.1 The shared principles for stakeholder meetings 143 3.2 Design practices for co- creative conversations 154