Document Abstract
Published:
2012
Catalysts and networks for stability
Using social leaders as human catalysts to help create networks of stability
After clearing extremist militias out of Basra in 2008, a strategic opportunity for building stability in this Iraqi province was available. The current paper captures that moment, highlighting the dramatically improved security but the still fragile situation (essential services were poor and the city needed revitalising).
Under these circumstances, the author who was responsible for the revitalisation process found that he and his team should become “catalysts”, thus they all embarked on a campaign of connecting people in order to create “networks of stability”.
The document demonstrates that:
Conclusions include:
In the final analysis, the document states that the key is to find the right people, and give them freedom and room to maneuver and to work their “magic”; this would bring stability and squeeze extremist networks. Still, there is a need for a transformation of culture, work-spaces, mind-sets and behaviours.
Under these circumstances, the author who was responsible for the revitalisation process found that he and his team should become “catalysts”, thus they all embarked on a campaign of connecting people in order to create “networks of stability”.
The document demonstrates that:
- leaders and people that facilitate and accelerate change are human catalysts
- these catalysts can work collaboratively behind the scenes to build trust and to lead without necessarily relying on traditional command and control hierarchies
Conclusions include:
- in post-conflict circumstances, there is a greater need to work in an integrated and collaborative manner in order to tackle instability
- civilian, multi-agency and cross-institutional approaches should be entitled to create new cooperative and collaborative compacts and networks
- connections need to be made between private, national and international domains, and smart phones and the internet should be utilised to serve networks creating new stability dynamics
- yet it should be noted that such networks require a face-to face dialogue, time to get to know each other and, most importantly, trust
- younger generation should be present and deployed effectively as the “new generation of catalysts”
- the resources tied up in conventional structure need to be transferred to create more catalysts to connect and encourage networks
In the final analysis, the document states that the key is to find the right people, and give them freedom and room to maneuver and to work their “magic”; this would bring stability and squeeze extremist networks. Still, there is a need for a transformation of culture, work-spaces, mind-sets and behaviours.
