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Please be critical with yourself and check if your idea fits with an existing strategic focus. If you're sure that your idea does not belong to one of the subpages, add your idea as a comment on this page. Write your full name and the name of your ECG association in your comment. 

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16 Comments

  1. I'm missing something like "internal values" or "quality management": How does the community want to work internally? How do we make sure that we act in accordance to our own values?

    1. I also miss the internal focus. There should be a fourth column "Movement" with areas like "Democracy" and "Transparency", because for our credibility and reputation it is important to act according to our own values. This is a prerequisite for success in the other areas and should be part of the strategy.

      Ich vermisse auch den internen Fokus. Es sollte eine vierte Spalte "Bewegung" mit Bereichen wie "Demokratie" und "Transparenz" geben, denn für unsere Glaubwürdigkeit und Reputation ist es wichtig, nach unserem eigenen Werten zu handeln. Dies ist eine Voraussetzung, um in den anderen Bereichen erfolgreich zu sein und sollte Teil der Strategie sein.

  2. The Code of Conduct is meant to provide the guidance. Isn't an individual thing to make sure these values are being upheld.

    Nino Novak , do you have more specifics of what you're looking for?

  3. Gus I'd appreciate to see a visible implementation of a quality securing feedback process. I'd like to see a group of people who are in charge of making sure that (internal and external) processes follow our values. In many organizations this issue is addressed by a QA department. In a movement like ours, a hub could be a good start (and if necessary, a payed position could be added later). The major requirements I see are: responsibility for quality feedback; a process how to submit a feedback; a quick response time (less than a week); a good contact to affected bodies (on all levels, i.e. LC, Hubs, ICT, EMT), so that complaints can be communicated quickly and efficiently to the responsible board/body. Does this answer your question?

    1. Lutz Dudek Nino Novak One reason why we have not included internal focuses was that they should support the external ones. Of course, this can be seen differently. It was also a question of not having too many focuses.

      If we want to include internal focuses, they should be on the same level of abstraction as the external ones, e. g. "Improve the quality of our internal processes". "Implementing quality management..." e. g. would be a means how to improve the processes.

      1. Ralf Wagner I think it would be very helpful to live the values internally which we propagate externally. I don't believe this works without people dedicated to take care  of them. I have no problem in phrasing it "Take care of the quality of internal processes" (or similar, I'm not an expert)

  4. What about the mindset change of each person and the alignment of different cultures into the ecg. We can see mindset change as a result of living the ecg or we need activities for working on the attitude.


    1. I don't quite understand what you mean. Behind this is the question: Which activities are conducive to a change of mentality and which are not?

      Ich verstehe nicht ganz was Du meinst. Steckt dahinter die Frage: Welche Aktivitäten sind förderlich für einen Mentalitätswechsel und welche nicht?

      1. We have to work on new regulations and standards in politics, economy and societey. This is what I see here in this strategy. What I miss are the soft facts, activities which flank the strategy regarding Mindset Change (Haltung, Einstellung).

        The second point is the culture., each nation has its own culture. How to work together with the different nations, their beliefs. A strategy which runs well in Germany will maybe not run well in France.


        1. Thank you, now I understand your thoughts better and can only support them. The country-specific culture is definitely important for "awareness".

          For Mindset Change I can recommend two books:

          In "The Great Mindshift", Dr. Maja Göpel, transformation expert and Secretary General of the Scientific Advisory Board on Global Change, explains why the great paradigm shift in our consciousness does not need to be preceded by decades of new enlightenment, but why courageous and energetic "minis" - individuals and small alliances - can move mountains when combined with a great narrative.

          About three months ago the book "Die Große Transformation - Eine Einführung in die Kunst gesellschaftlichen Wandels" was published at the Wuppertal Institute. Uwe Schneidewind uses the term "Zukunftskunst" to create a new narrative of how social change can succeed.

          Since Maja Göpel has also worked at the Wuppertal Institute for a long time, the two books fit together well: a lot of inspiration, background knowledge and many exciting approaches that can be very effective translated to the regional or local level. This "art for the future" has to be tried out in experiments, experienced and tested for success. Perhaps "experimental art for the future"" could be a good complement to the international strategy.


          Danke, jetzt verstehe ich Deine Gedanken besser und kann sie nur unterstützen. Die länderspezifische Kultur ist auf jeden Fall wichtig für »Bewusstsein schaffen«.

          Für Mindset Change kann ich zwei Bücher empfehlen:

          In »The Great Mindshift« erläutert Dr. Maja Göpel, Transformationsexpertin und Generalsekretärin des Wissenschaftlichen Beirats für Globale Umwelt­ver­änderungen, warum dem großen Paradigmen­wechsel in unserem Bewusst­sein nicht eine neue, jahrzehnte­lange Aufklärung voraus­gehen muss, sondern dass mutige und tatkräftige »Minis« – Individuen und kleine Bündnisse – Berge versetzen können, wenn sie sich mit einem großen Narrativ verbinden.

          Vor gut drei Monaten ist das Buch "Die Große Transformation – Eine Einführung in die Kunst gesellschaftlichen Wandels" am Wuppertal Institut erschienen. Uwe Schneidewind setzt hier mit dem Begriff »Zukunftskunst« ein neues Narrativ wie der gesellschaftliche Wandel gelingen kann.

          Da Maja Göpel auch lange am Wuppertal-Institut gearbeitet hat, greifen beiden Bücher gut ineinander: Viel Inspiration, Hintergundwissen und viele spannende Ansätze, die, auf die regionale oder lokale Ebene übersetzt, sehr wirksam sein können. Diese »Zukunftskunst« gilt es in Experimenten auszuprobieren, zu erleben und auf Erfolg zu prüfen. Vielleicht könnte »experimentelle Zukunftskunst« eine gute Ergänzung der Internationalen Strategie sein.




  5. Pro internal or institutional Goals

    I also think we need a part of the strategy that describes internal goals and how to get there. A reason for this is that the movement will evolve in any case, but if we have some sort of a strategy, we make priorities transparent, can have a debate, and can take decisions in a transparent way.   Of course the internal goals need to be aligned with the external goals.

    1. How about  a section
      Internal structure and processes:

      • Make sure that the internal structure and processes of the ECG movement follow the ECG values
      • Establish an internal feedback loop

      ???

  6. Anonymous

    Von Horst Koch

    I miss a nexus between our strategy and the great worldwide economic and political problems. Here a very short outline to this point of view:

     

    ECG-Strategy: Transforming economic framework – addressing urgent Problems

    Urgent worldwide Problems

    1. Serious housing shortage

    2. Global trade and concentration of income

    3. Environmental damage

    4. Compulsory growth of debt

    Our communication should include and get down to the above mentioned worldwide problems. That means we should show, how and to which extent GWÖ und GW-balance sheets can contribute to solve these problems instead of propagating the general ideas of GWÖ in the first place.

    In order to support a consistent communication on our part we should create short and comprehensive mulimedia features on each of the above mentioned problems and the capacity of ECG – if once generally adopted – to contribute to solutions. The features should be worked out in workshops.

    1. Anonymous

      "That means we should show, how and to which extent GWÖ und GW-balance sheets can contribute to solve these problems instead of propagating the general ideas of GWÖ in the first place."

      thank you for your input!  I couldn't agree more! 

      a. GWÖ/ECG is about cooperation instead of confrontation. 

      b. GWÖ/ECG is to understand as a pending process like a frame, not as a fixed, "concrete" rule.

      c. GWÖ/ECG measures exactely what you are expecting with the measuring steps, where you receive most points if your company contibutes to splve real big problems - like inequality, poverty, climate-change... 

      That's the reason, why I am active as volunteer to spread the idea - as e perfect attachment to the financial report to measure the individual contribution to the Common Good - our basic for life. As we nowadays measure only the financial aspect it ist only one focus on the company, but not the 360° degree-focus GWÖ/ECG will make possible and standard!
      We will discuss this in the GWÖ/ECG-ISt-Team... BB

      1. Anonymous

        BB, GWÖ-ERW (Ennepe, Ruhr & Wupper)

  7. Anonymous

    There is an aspect that has to do with the fact that as an ECG CHILE ASSOCIATION we are analyzing the possibility of signing a letter of support for the global commitment of an economy of new plastics driven in the framework of the circular economy by Ellen Macarthur Foundation (www.ellenmacarthurfoundation.org). However, when reviewing the foundation's website we find well-known organizations that also support this foundation, such as Danone, Nike, SC Johnson, H & M. It has been suggested that these organizations, while we may believe that they are making an effort to change their practices, also obey a greenwashing.

    Against this, it seems reasonable that the International Federation delivers, if not yet done, a position on the requirements, demands, and decision making, to determine with which organizations it is favorable to sign a letter of commitment or generate an alliance for a specific cause for the benefit of society and the planet.

    If you realize, many alliances or support links are occurring around the world among various organizations of various kinds, but almost always you find that when reviewing the history of these, emerge aspects that at some point in their history have acted against, for example, one or more of the SDGs, or do so at present but with the intention of changing their behavior and processes on a pre-established date.
    If so, the EBC could practically neither support nor sign any alliance, pact, or commitment to help, with almost no organization in the world, because it would simply be permanently seeking purity in organizations, and that is practically impossible (No there is none that is perfect no matter how much you have the best intentions). So, where is the limit to determine whether or not you can support or adhere to a commitment with another organization, next to the ECG?

    Juan Claudio Leiva, cofounder ECG CHILE Association

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