Resilience

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Resilience

• Pathways to a Sustainable Civilization

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• "... A great change in our stewardship of the
  earth and the life on it, is required, if vast
  human misery is to be avoided and our global home
  on this planet is not to be irretrievably
  mutilated.
• 'World Scientists' Warning to Humanity' issued in
  Nov 1992 by the Union of Concerned Scientists,
  and signed by 1680 senior scientists of 70
  countries around the globe, 104 of them Nobel
  laureates.

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Discussion Objectives

• Consciousness based transformational models are
  the key to establishing a global framework for
  resilience that enables and empowers generative
  and vitality based operating models
• Map key existing global capacity building
  initiatives within an overarching Global
  Meta-Resilience Capacity Building Framework
• Build value proposition logic beyond
  sustainability, sustainable development and
  social responsibility value propositions
• Facilitate emerging consensus on Global Emerging
  Systemic Risks as a business case for action
• Establish meta-resilience framework for scalable
  transformational solutions to address systemic
  global challenges
• Expand role of Global Leadership Initiative
  (GLI) Change Labs and establish Global Change Lab
  for Resilience
• Build operational framework for tri-sector
  Global Resilience capacity building and
  fundraising

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Global Resilience builds on an earlier effort
promoting systemic risk management solutions and
scalable transformational frameworks
Global Resilience builds on an earlier effort
promoting systemic risk management solutions and
scalable transformation frameworks
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Resilience

• Resilience, for social-economic-ecological
  systems, is related to
• (a) the magnitude of novelty or shock that the
  system can absorb and remain within a given state
• (b) the degree to which the system is capable of
  self-organization
• (c) the degree to which the system can build
  capacity for learning, adaptation and
  transformation.
• When massive transformation is inevitable,
  resilient systems contain all of the necessary
  components for renewal and reorganization
• Intentional management that builds resilience can
  sustain social-economic-ecological systems in the
  face of surprise, unpredictability and complexity

Resilience and Sustainable Development Building
Adaptive Capacity in a World of Transformations
Science Background Paper commissioned by the
International Council for Science (ICSU) in
preparation for the 2002 World Summit on
Sustainable Development (WSSD)
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Emergence

• Associated with the idea of a system is a
  principle called emergence. From the mutual
  interaction of the parts of a system there arises
  characteristics, or attributes which can not be
  found as characteristic of any of the individual
  parts

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The characteristics of the Emerging Operating
Reality help to define the key hypotheses driving
the need for resilience and consciousness
transformation
Linear, hierarchical based operating models are
inadequate
Accelerating Change
Consciousness Shift
Increasing Complexity
Emerging Operating Reality
Interdependencies have reached critical thresholds
Greater Impact and Frequency of Extreme Events
Memetic code contours (values, beliefs) Globalizat
ion
Global Emerging Systemic Risks Slow Burn Risks
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Earth Charter has not been able to build a
compelling business value proposition tied to the
enterprise risk agenda, or global emerging
systemic risks
Business case needs to address sustainable
performance implications global risk challenges
ORGANIZATION
Company Vision Company Ethical Standards
Suppliers and Vendors' Ethical Standards and
Practices
Environmental Performance Materials UsedWater
Use Disposal Energy Emissions
Social and Economic PerformanceEmployee Health,
Safety and Well-beingEmployee training Career
Wages and BenefitsWorkplace Diversity
Community Development and Image Impact on
Community Participation of employees (community
Env. economic social well-being and health).
Charitable efforts
Services contribution to the greater good, life
cycle, environmental considerations, long-term
vision
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Systemic risk implications of global change are
profound
Antarctica Larsen Ice Shelf breaking off
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"More than a billion of the world's poor do not
have adequate financial protection against the
cost of illness," says Alexander S. Preker, World
Banks Chief Economist for Health Nutrition and
Population.
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Global Emerging Systemic Risks

• Global Change Warming
• Biodiversity Species Extinction
• Natural Disasters Extreme Events
• Epidemics Infectious Diseases
• Nuclear, Biological, Chemical Weapons
  Proliferation
• Poverty Inequities
• Food Sustainability Security
• Water Sustainability Security
• Health Care Ageing
• Child Nutrition, Healthcare Obesity
• Economic Systems Instability
• Unfunded Pensions
• Transnational Terrorism
• Transnational Crime
• Genetic Engineering Abuse
• Nanotechnology Abuse
• Lack of global resilience consciousness
  transformation framework

Scalable, systemic solution building framework is
needed to address growing consensus on emerging
risk challenges
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Key players in the reinsurance industry
appreciate the complexity of global emerging
systemic risks

• Swiss Re Industry PositionThe nature of the
  insurance business requires a long-term
  assessment of all potential risks, including the
  increased burden of losses due to environmental
  degradation, manmade and natural disasters.
• Swiss Re has indicated an interest in
  participating in a Global Resilience
  collaboratory that would develop novel
  approaches to emerging systemic risks, or slow
  burn risks

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Accelerating change and complexity factors
require Far-From-Equilibrium transformational
approaches
Far-From-Equilibrium
Systems dynamics, complexity science, chaordic
thinking is needed
Thriving System
Trail-Blazing System
Environment
E
FFE
System
Disintegrating System
Surviving Equilibrium System
Equilibrium
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"No problem can be solved from the same level of
consciousness that created it."  Albert Einstein
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The last 100 years of management science has
focused on linear processing, hierarchical
structures which are now becoming fragile and
brittle

• Overall, government and commercial organizations
  have not generally been designed with assurance,
  resilience, agility, sustainability in mind as
  core to sustainable performance
• Management Consulting organizations are now
  starting to realize that Management Science is
  headed towards an unprecedented sea change in
  thinking about how to design and build
  organizations for the 21st Century
• The new operating model thinking focused on
  resilience and sustainable performance capacity
  building will link up with the maturing
  approaches to Sustainability triple bottom line
  (social-economic-environmental responsibility)
  concepts through the risk agenda
• Consciousness transformation is the key to
  driving resilience-sustainability-vitality
  operating model adaptation

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Convergence of corporate risk agenda with global
systemic risks and sustainability drivers creates
historic opportunity for transformation
Corporate Strategic Risk Agenda
Transformational Convergence
Sustainability Social Responsibility Issues
Global Emerging Systemic Risks
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In every part is a vision of the Whole
Resilience Systemic Adaptive Capacity Building
Consciousness Based Transformational Convergence
Sustainability Systemic Economic, Environment,
Social Benefits
Vitality Generative, Well Being Index
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Core tools and methodologies need to address
commercial, government, multilateral structures,
civil society organizations and individuals
Commercial
Transforming the consciousness of the individual
is the key for all areas
Civil Society
Individual
Government
Polylateral
Global
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Consciousness unlocks the power of transformation
and sustainable performance capacity building
Positive Focus / Excessive Focus
SERVICE TO HUMANITY Ethics. Social
responsibility. Future generations.
SERVICE
STRATEGIC ALLIANCES AND PARTNERSHIPS Employee
fulfillment. Community involvement.
MAKING A DIFFERENCE
DEVELOPMENT OF A STRONG COHESIVE
CULTURE Commitment. Enthusiasm. Shared values.
INTERNAL COHESION
TRANSFORMATION
CONTINUOUS RENEWAL AND LEARNING Adaptability.
Innovation. Teamwork.
HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivi
ty. Efficiency. Quality. Professional
growth. Bureaucracy. Complacency.
SELF-ESTEEM
RELATIONSHIPS THAT SUPPORT THE ORGANIZATION Good
communication between employees, customers and
suppliers. Manipulation. Blame.
RELATIONSHIP
PURSUIT OF PROFIT AND SHAREHOLDER VALUE Financial
soundness. Employee health and safety.
Exploitation. Over-control.
SURVIVAL
Source Richard Barrett Associates Cultural
Transformation Tools
Source Richard Barrett Cultural Transformation
Tools
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Addressing full spectrum consciousness enables
resiliencegenerative operating models
Positive Focus / Excessive Focus
SERVICE TO HUMANITY Ethics. Social
responsibility. Future generations.
SERVICE
STRATEGIC ALLIANCES AND PARTNERSHIPS Employee
fulfillment. Community involvement.
MAKING A DIFFERENCE
DEVELOPMENT OF A STRONG COHESIVE
CULTURE Commitment. Enthusiasm. Shared values.
INTERNAL COHESION
TRANSFORMATION
CONTINUOUS RENEWAL AND LEARNING Adaptability.
Innovation. Teamwork.
HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivi
ty. Efficiency. Quality. Professional
growth. Bureaucracy. Complacency.
SELF-ESTEEM
Resilience requires life, safety, security,
survivability, continuity adaptive capacity
building
RELATIONSHIPS THAT SUPPORT THE ORGANIZATION Good
communication between employees, customers and
suppliers. Manipulation. Blame.
RELATIONSHIP
PURSUIT OF PROFIT AND SHAREHOLDER VALUE Financial
soundness. Employee health and safety.
Exploitation. Over-control.
SURVIVAL
Source Richard Barrett Associates Cultural
Transformation Tools
Source Richard Barrett Cultural Transformation
Tools
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New integrated assurance operating models are
needed to address complexity of basic
survivability and continuity

• Enterprise Wide Business Continuity Operations
• Business Resumption Planning
• Alternate Site(s)
• IT Disaster Recovery
• Vital Records Management

• Objectives of the Business Assurance Framework
• Maximize employee safety and protect assets
• Consistently mitigate risk of disruption to
  earnings drivers, mission essential functions and
  critical business processes
• Maintain continuous business operations and
  support to clients
• Build a culture of collaboration consciousness
  and adaptive thinking
• Establish best practices for government and
  commercial clients

Business Assurance Framework

• Integrated Security Operations
• Physical / Facilities Security
• Personnel Security
• IT Security

Situation Awareness and Sensing Business
Forecasting, Anticipatory Posture
linked to various governments Homeland
Security Advisory Systems and other early
warning, forecasting systems

• Consolidated Crisis Management Emergency
  Response
• Situation Awareness
• Business Intelligence
• Decision Support (architecture, processes, tools,
  training)
• Incident Command System (ICS)

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Sustaining the integration of assurance functions
requires a collaboration consciousness
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All levels need adaptive capacity building as
path to higher consciousness generative and
vitality operating models
Corporate Adaptive High Performance
NGO / PVO Sustainability Social Responsibility
Personal , Family, Community Resilience
Government National Resilience
Systemic Resilience
Global Generative and Vitality
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An unprecedented group of leading practitioners
and consulting firms are collaborating on the
design of new consciousness and resilience based
operating models

• MESHWORKS design of comprehensive initiatives
  that reconcile, integrate, align, and synergize
  business, economics, government, politics,
  religion/spirituality, consciousness, education,
  law enforcement, conflict reduction, education,
  health care, NGOs, and other stakeholder entities
• Methodical survey, assessment, reconciliation,
  synchronization and integration of tools and
  methodologies to achieve transformational
  objectives, including resiliencesustainable
  performancegenerative operating models

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Whole Systems Change Summits are facilitating
Meshworks emergence
Selection criteria will be developed for tools
and methodologies
U Process
CTT
Spiral Dynamics
Emergence of Meta-Integrative Tools-Methodologies
MESHWORKS
Core methodologies apply to government,
commercial, civil society organizations
Sustainable Performance Global Resilience
Appreciative Inquiry 4 D Model
Integral 4Q8L
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Cultural Transformation Tools is developing
integrative approaches to the transformational
lifecycle
Personal Integrity Walk the Talk
Internal
External
Personality Individual values and beliefs
Character Individual actions and behaviors
Personal Alignment
Collective
(1)
(3)
ValuesAlignment
MissionAlignment
(4)
(2)
Individual
Structural Alignment
Culture Group values and beliefs
Social Structures Group actions and behaviors
Group Resilience Enhanced mission performance
under all operating conditions
Group Cohesion Enhanced Capacity for Collective
Action
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General management consulting firms can be tapped
to go-to-scale in G24 implementation tiers
Solutions need to be Tri-sector focused
McKinsey
Boston Consulting Group
IBM
Global Resilience / Sustainable Performance
Implementation Framework
Booz Allen Hamilton
Accenture
Price Waterhouse Coopers
Bearing Point
New consulting models are needed for G77
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Global brands such as Unilever realize they need
radical innovation to develop new operating
models that contribute to sustainability and
resilience
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Global Resilience-Sustainability framework should
be introduced into G8, G24, G77 consultative
mechanisms
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Global Resilience capacity building needs to
scale to all regions and economic tiers
Multilateral Structures Influence Tier
G24
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UN Global Compact and Millennium Development
Goals need to assessed from resilience capacity
building perspective
Formed in 1999 by the UN Secretary General to
provide a global framework to assist 1,000
companies, NGOs, academia in the development and
promotion of values based management
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Global Resilience framework can leverage other
multilateral sustainability capacity building
efforts

• Eradicate extreme poverty and hunger
• Achieve universal primary education
• Promote gender equality and empower women
• Reduce child mortality
• Improve maternal health
• Combat HIV/AIDS, malaria and other diseases
• Ensure environmental stability
• Develop a global partnership for development

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Example USA / EU Influence Tier
BILDERBERGER GROUP
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China is a special case for resilience concept
development and capacity building approach
Existing efforts need to be mapped and assessed

• Priority Program for China's Agenda 21
• Priority 1 - Capacity Building for Sustainable
  Development
• Formulation of sustainable development indicators
  for China
• Project Scope and Relationship to China's Agenda
  21
• Project seeks to establish comprehensive
  management systems to assist with decision-making
  for sustainable development and to establish an
  information network accessible to all people
• Sustainable development requires an integrated
  approach towards achieving social, economic, and
  environmental objectives
• Indicators are needed to provide a measure of
  progress towards achieving these objectives.

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China Sustainable Development Capacity Building

• Central Theme To improve China's capacity
  building for sustainable development, especially
  in terms of being able to determine progress
  towards achieving this goal by utilizing natural
  resources in a sustainable manner and ensuring
  that social and economic development does not
  degrade the environment irreversibly
• Key Objectives
• Formulate the concept of sustainable development
  suited to China's condition to provide the basis
  for developing a system of indicators of
  sustainability
• Develop a pilot set of indicators of sustainable
  development based on this concept and to test
  this system in some typical regions
• Prepare a proposal for the State Council
  recommending further action on implementation of
  this project, including regulations, institutions
  and systems at the city level or above, as well
  as related statistical and assessment methods
• Link initiatives to understanding of global
  emerging systemic risks

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Specialized Sustainability Organizations
Influence Tier
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Sustainability stakeholder interests need to be
mapped and aligned to Global Resilience Strategy

• IUCN World Conservation Union (Wellbeing Index)
• World Business Council Sustainable Development
  (WBCSD)
• International Institute Sustainable Development
  (IISD)
• Sustainability Now
• Earth institute
• World Bank Sustainable Development Program
• UN Commission Sustainable Development
• UNCTAD
• WSSD
• Sustainability Forum Zurich
• Forum Corporate Conscience USA
• US Green Building Council
• Innovest
• Dow Jones Sustainability Index
• Goldman Sachs Generation Fund

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Policy, regulation, standards and best practices
definition can help to drive capacity building
down to the local level
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Global Leadership Initiative (GLI)

• Global Change Labs seek to tackle biggest
  challenges
• Unique multi-stakeholder transformation process
• Tri-sector (commercial, government, civil
  society) consensus objective
• Transforms consciousness of participants
• Existing Labs in Sustainable Foods and Child
  Nutrition
• Proposed Global Resilience Sustainability Lab

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Steven A. F. Trevino Resilience Visions 19192
Greystone Square Lansdowne, Virginia 20176
703-298-5461