The Emerging Relationship Between Business and Society
Extensive experience in social/economic development, interagency relations, military/civilian cooperation in developing, transitional, and post conflict regions.
Expertise in policy advisement (reconstruction/development/conflict mitigation) to US State Department, US/foreign military, IGOs/NGOs, international donor agencies, and multinational policymakers.
Managed development/reconstruction budget in the tens of millions of US dollars.
Project design, development of relevant progress indicators, implementation strategy, assessment/evaluation mechanisms.
Background includes corporate and social responsibility approach, sustainability plans, environmental protection/reclamation. Work conducted in/for: India, Afghanistan, Iraq, Iran, Central Asia, former Soviet Union - NIS/CIS - Central/Eastern Europe, Indonesia, China, North Africa, Pacific.
- indicators of progress international,
- assessment of development programs/projects international,
- military/civil cooperation international,
- interagency relations international,
- insurgency mitigation through development,
Barriers exist individually and collectively, but are not always connected and never continual. Simple-system cause and effect strategies fail because they address the barrier at its strongest point. By facilitating understanding, the barriers are dismantled from within - permanently and completely.
Learning for systemic change must include shared decision making crossing internal boundaries. Dr. Wuagneux enhances outcomes by working within the existing organizational culture. Individuals and groups are resistant to any change they see as mandated, Dr. Wuagneux stimulates the engagement of human capital and incorporates change into personal and relational process.
Static systems erode/decline. Discovering core competencies, awakening capacity transference and guiding the flow of information means using complexity theory and chaos theory for the advantage and persistence of the system - continued development. Dr. Wuagneux's expertise in knowledge transfer, industrial anthropology, systems dynamics, and organizational development translates into evolving, broad-spectrum learning tools and methods for improved outcomes.
The ability of a facility to recognize the value of a new, externally introduced innovation, assimilate it, and apply it for stake holder advantage defines the innovation's capacity and ultimate capability. The absorptive capacity (ability to absorb an innovative product or process) of any organization is a function of that organization's structural, political and cultural substructure.
- Purpose of Internal Barrier Mapping
The purpose of Internal Barrier Mapping is to discover, analyze, and assess the location, type, and virulence of innovation barriers existent within facilities which have been targeted for innovation insertion. This process involves the performance of structural, political and cultural diagnostics and results in an Internal Barrier Map. This map becomes an invaluable tool to those responsible for, and who benefit from, the success of the innovation.
- Benefits of Internal Barrier Mapping
The awareness, isolation, and understanding of a facility's specific internal barriers is crucial to decisions affecting the supply, positioning, and timing of innovation insertion. By performing Internal Barrier Mapping prior to the introduction of an innovation, core rigidities, cooperative learning alliances and continuity channels can be located; the diffusion process can be accelerated and intensified resulting in fiscal and wellness related advantages.
- The Process of Internal Barrier Mapping
Diagnostics are performed in an informal and unobtrusive manner. After gathering preliminary information externally, 10-15 minute interviews are conducted throughout the facility. The facility is broad scanned vertically (hierarchically), horizontally (peer driven), and again by traffic flow within and between departments. The information collected is analyzed by experts in field and appropriately catalogued. When complete, the data illustrates an internal barrier map specific to each facility. The process takes 6-8 weeks. The final report is the foundation of a facility's learning and behavior adoption profile.
Organizations, whether they be communal or commercial, are living, evolving organisms. These complex organisms adjust their behavior not only through genetic (biological based) responses, but through memetic (information based) driven reactions. These reactions come from the perceptions people have about a given innovation (new idea or article).
Because an innovation is by its definition something new, incorporation into use (changes in behavior) involves learning. Any innovation's success depends on its ability to travel freely through an organization; this happens only when the information that represents the innovation is perceived at the right time and in the right way. The science of improving innovation perception has, until recently, been primarily used in advertising and marketing; however, information/ innovation diffusion, when understood and guided, can affect every area of human and organizational development.
Our experts use this understanding to increase knowledge transfer, improve knowledge ecology, and encourage directed information flow accelerating learning and influencing development. Adults learn differently than children, and groups learn differently than individuals. Human capital and available core competencies can be incorporated into the innovation diffusion process promoting communication, collaboration and organizational health.