(highlight:: Creating a Cohesive Movement Through "DNA" Packets
Summary:
The concept of 'DNA' packets in a movement involves having a small set of predefined principles for individuals joining the movement, while leaving the rest open for adaptation and debate.
This approach allows for a balance between having a centralized structure and allowing evolution at the edges. By setting clear principles but leaving room for flexibility in areas like hub structures, the movement can maintain coherence while also incorporating feedback and diverse perspectives from its base.
Transcript:
Speaker 2
The orge designer in me is like, how much of the sort of containers that you just described are created centrally and like, pushed to the edges? And how much like is expected to be created at the edges, like if thereis a hub that has different principles or a different way of structuring, like lik hatlick, what's the feedback Loop between the middle and the edge?
Speaker 3
Wo, that's such a question. Ods, so basically, the idea behind dana is that it tends to be really hard to h the nature of a movement deliberately once it is already out there, because there are so many people who already Have this sense. And it's, it's just difficult to go out to everyone. If you like, ok, we're going to change it in ex wis ways, and you can't do it very hi. Yes.
Speaker 4
So the the idea is that there is supposed to be a small amount of stuff, i think our first danning packet was around 12 pages long, a small amount of stuff that is actually set, that's like, Ok, if you are joining this movement, this is what you were signing up for.
Speaker 3
And then everything else is kind of like open and up for adaptation and debate. So in this case, we had the the principles, which, you know, we're set and but the hub structure was not really set. Similarly for this twopoint round of d and a, which i know we're going to get into, we ended up taking a lot of feedback from our base and being like, ok, we are going to devise draft hub structures Now, but we're not going to force you to do them. They're more templets. And obviously theres there's a lot of prose and cons with either the option of creating something centrally and pushing it out, or the option of having it evolve on the edges. But that that's a little bit of how it's worked. It's like dividing what we what is clear and what it needs to be unified cross our whole movement.)
- Time 0:15:57
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(highlight:: Co-Creating a New Movement Structure That Addresses Multiple Levels of Engagement
Summary:
Creating a bounded space to brainstorm with many people from the movement, then having a small core team narrow down the ideas; emphasizing the power of small decision-making teams and the importance of large open conversations for generating ideas; redesigning the hub structure by assessing what worked, why it worked, and addressing challenges faced by hubs in engaging members with varying time commitments; involving hubs in the design process to fix problems and gather feedback to create a revised hub structure.
Transcript:
Speaker 4
And in retrospect, inlike that is probably not how i i would do it before, i think there's actually something really powerful about creating a bounded space within which to brain storm,
Speaker 3
And then inviting many, many people from your movement into that brain storm, and then from that having a small cor team of people be able to narrow down that brain and make strategic Choices around strates. Yer, round structure, et cetera.
Speaker 4
And something, i think, two things that i really have learnt from how to design processes out of this, is that i still really believe in the ability of small teams to make decisions, im
Speaker 3
In our ability to get into together, have the relationship to do that have a lot of nuance. But i also really believe in the necessity of having large and open conversations for generating ideas.
Speaker 4
And i think the group mind is really powerful for that. And that's something i fairly walked away with and whish we had done a little morrow, honestly, yen ten unhappy te narrow and on a specific piece of designing where i feel like there is
Speaker 1
A lot of really good nuggetsan and things that we learned. I was leading the strecther team on the front loading process. And for us there is a very big, overwhelming question of, like, what, what? What was our structure fically thinking about, like our hub structure, our structures to support our movement, and like, what worked very well? And what are some of the challenges that were coming up that we like neta to problem solve for? And so some of the process that we took in redesigning our hub structure was assessing, like, what worked, why did it work? How do we keep those elements within the structure? And then what e some of the challenges? And we did, you know, workshops, and wanted ones with hubs across our movement, really like digging in to the challenges, understanding, what experiments did you ron to try to adjst Address these challenges, what worked, what didn't? And so it gave us a real profile on the corps challenges our hubs within that structure were facing. And a lot of it was around how do you recruit and retain members? There's like theres tis thing in sunrise, where you either have an hour to give or 20 hours to give, and there's no structure that like allows a person with you no five hours to take inso Tit hidoy structure, re structure hubs in a way that can engage yet people who have no time, or or little time, or just only money to give. And so that was a sort of the first process, really, like understanding the challenges within the structure. From there, we started the design process, where we were in a hosting workshop with our hub, again, re designing, and sang, how do you think you would fix this problem? What choice would you make? Would you differently? And then from there we have sort of, i prototype, or a draught structure. And then allow people to to dig into that structure, engage in the structure, give us marfi back. And then from there we have likea a hub structure that then went into the rodification process. And so, ye, a lot of it is like really trying to understand what are the problems that we want to solve with structure, using structure as a way to mitigate, mitigating, like, manage some Of the problems that were coming up in our previous structure, lan try to bring as many minds in tothe process of, like, redesigning that that structure.)
- Time 0:25:17
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(highlight:: Effective Org Structure Requires Leadership Development
Summary:
Organizational success hinges on balancing unity and autonomy within its structure.
The development of leaders is crucial to ensure both autonomy and unity in a movement. By focusing on leadership development, training, internal democracy, and strategic thinking, organizations can cultivate deep, strategic leaders who can effectively unite and act together in key moments.
This emphasis on developing people as strong leaders not only enhances individual capabilities but also enables movements to be more than the sum of their parts, fostering success and network effect through capacity building.
Transcript:
Speaker 2
How do you hope the intention that you're bringing to sunrise's internal structure and culture and way of working will actually translate into external impact? You have this internal set of designs now, you're hoping it helps you drive outcomes. What's the connection between the two in your mind?
Speaker 3
I think one of the things, i think, when when you say this is, when we first saw on sunrise, we were very clear that the structure of our movement needed to have both unity and autonomy. And that is to say, people could do their own thing, adapt the dana to their context, et cetera. But in key moments, we needed to be able to act together and use our force together in order make change. And what we found, i think, through the first iteration of our structure, was that if you only set people up to run with the dna, and you don't develop them as leaders, as ogan ses, you actually Enable neither full autonomy nor full unity.
Speaker 4
And i think, i think that's basically what we are at the high level of structure.
Speaker 3
I feel i an somways, that's what we're trying to intervene on relic. We want to the leaders of development, the training and the structures and internal democracy to develop people to be deep, strategic leaders on the green udeal and, on climate and
Speaker 4
On organizing and on how to win power everywhere.
Speaker 3
And once we develop people in that way, we are then also able to unite in kee moment. So i actually think that interventions like democracy are really key for successful movements who are trying to be more than the sum of their parts, because it actually allows you to Not just have hub here, hub theire, hub here, but be like, we can make this more than ye we can make this add up to more than what we have. That's really cool.
Speaker 2
It's a cool linkage between develop mental and learning activities and network effect that i don't always think is made. Like, i think a lot of network effect is about activity and communication, but's not as much about, like, cultivating the capacity of the nodes in the network, something that's a really Fun thing to investigate further.)
- Time 0:31:52
-

(highlight:: Creating a Cohesive Movement Through "DNA" Packets
Summary:
The concept of 'DNA' packets in a movement involves having a small set of predefined principles for individuals joining the movement, while leaving the rest open for adaptation and debate.
This approach allows for a balance between having a centralized structure and allowing evolution at the edges. By setting clear principles but leaving room for flexibility in areas like hub structures, the movement can maintain coherence while also incorporating feedback and diverse perspectives from its base.
Transcript:
Speaker 2
The orge designer in me is like, how much of the sort of containers that you just described are created centrally and like, pushed to the edges? And how much like is expected to be created at the edges, like if thereis a hub that has different principles or a different way of structuring, like lik hatlick, what's the feedback Loop between the middle and the edge?
Speaker 3
Wo, that's such a question. Ods, so basically, the idea behind dana is that it tends to be really hard to h the nature of a movement deliberately once it is already out there, because there are so many people who already Have this sense. And it's, it's just difficult to go out to everyone. If you like, ok, we're going to change it in ex wis ways, and you can't do it very hi. Yes.
Speaker 4
So the the idea is that there is supposed to be a small amount of stuff, i think our first danning packet was around 12 pages long, a small amount of stuff that is actually set, that's like, Ok, if you are joining this movement, this is what you were signing up for.
Speaker 3
And then everything else is kind of like open and up for adaptation and debate. So in this case, we had the the principles, which, you know, we're set and but the hub structure was not really set. Similarly for this twopoint round of d and a, which i know we're going to get into, we ended up taking a lot of feedback from our base and being like, ok, we are going to devise draft hub structures Now, but we're not going to force you to do them. They're more templets. And obviously theres there's a lot of prose and cons with either the option of creating something centrally and pushing it out, or the option of having it evolve on the edges. But that that's a little bit of how it's worked. It's like dividing what we what is clear and what it needs to be unified cross our whole movement.)
- Time 0:15:57
-

(highlight:: Co-Creating a New Movement Structure That Addresses Multiple Levels of Engagement
Summary:
Creating a bounded space to brainstorm with many people from the movement, then having a small core team narrow down the ideas; emphasizing the power of small decision-making teams and the importance of large open conversations for generating ideas; redesigning the hub structure by assessing what worked, why it worked, and addressing challenges faced by hubs in engaging members with varying time commitments; involving hubs in the design process to fix problems and gather feedback to create a revised hub structure.
Transcript:
Speaker 4
And in retrospect, inlike that is probably not how i i would do it before, i think there's actually something really powerful about creating a bounded space within which to brain storm,
Speaker 3
And then inviting many, many people from your movement into that brain storm, and then from that having a small cor team of people be able to narrow down that brain and make strategic Choices around strates. Yer, round structure, et cetera.
Speaker 4
And something, i think, two things that i really have learnt from how to design processes out of this, is that i still really believe in the ability of small teams to make decisions, im
Speaker 3
In our ability to get into together, have the relationship to do that have a lot of nuance. But i also really believe in the necessity of having large and open conversations for generating ideas.
Speaker 4
And i think the group mind is really powerful for that. And that's something i fairly walked away with and whish we had done a little morrow, honestly, yen ten unhappy te narrow and on a specific piece of designing where i feel like there is
Speaker 1
A lot of really good nuggetsan and things that we learned. I was leading the strecther team on the front loading process. And for us there is a very big, overwhelming question of, like, what, what? What was our structure fically thinking about, like our hub structure, our structures to support our movement, and like, what worked very well? And what are some of the challenges that were coming up that we like neta to problem solve for? And so some of the process that we took in redesigning our hub structure was assessing, like, what worked, why did it work? How do we keep those elements within the structure? And then what e some of the challenges? And we did, you know, workshops, and wanted ones with hubs across our movement, really like digging in to the challenges, understanding, what experiments did you ron to try to adjst Address these challenges, what worked, what didn't? And so it gave us a real profile on the corps challenges our hubs within that structure were facing. And a lot of it was around how do you recruit and retain members? There's like theres tis thing in sunrise, where you either have an hour to give or 20 hours to give, and there's no structure that like allows a person with you no five hours to take inso Tit hidoy structure, re structure hubs in a way that can engage yet people who have no time, or or little time, or just only money to give. And so that was a sort of the first process, really, like understanding the challenges within the structure. From there, we started the design process, where we were in a hosting workshop with our hub, again, re designing, and sang, how do you think you would fix this problem? What choice would you make? Would you differently? And then from there we have sort of, i prototype, or a draught structure. And then allow people to to dig into that structure, engage in the structure, give us marfi back. And then from there we have likea a hub structure that then went into the rodification process. And so, ye, a lot of it is like really trying to understand what are the problems that we want to solve with structure, using structure as a way to mitigate, mitigating, like, manage some Of the problems that were coming up in our previous structure, lan try to bring as many minds in tothe process of, like, redesigning that that structure.)
- Time 0:25:17
-

(highlight:: Effective Org Structure Requires Leadership Development
Summary:
Organizational success hinges on balancing unity and autonomy within its structure.
The development of leaders is crucial to ensure both autonomy and unity in a movement. By focusing on leadership development, training, internal democracy, and strategic thinking, organizations can cultivate deep, strategic leaders who can effectively unite and act together in key moments.
This emphasis on developing people as strong leaders not only enhances individual capabilities but also enables movements to be more than the sum of their parts, fostering success and network effect through capacity building.
Transcript:
Speaker 2
How do you hope the intention that you're bringing to sunrise's internal structure and culture and way of working will actually translate into external impact? You have this internal set of designs now, you're hoping it helps you drive outcomes. What's the connection between the two in your mind?
Speaker 3
I think one of the things, i think, when when you say this is, when we first saw on sunrise, we were very clear that the structure of our movement needed to have both unity and autonomy. And that is to say, people could do their own thing, adapt the dana to their context, et cetera. But in key moments, we needed to be able to act together and use our force together in order make change. And what we found, i think, through the first iteration of our structure, was that if you only set people up to run with the dna, and you don't develop them as leaders, as ogan ses, you actually Enable neither full autonomy nor full unity.
Speaker 4
And i think, i think that's basically what we are at the high level of structure.
Speaker 3
I feel i an somways, that's what we're trying to intervene on relic. We want to the leaders of development, the training and the structures and internal democracy to develop people to be deep, strategic leaders on the green udeal and, on climate and
Speaker 4
On organizing and on how to win power everywhere.
Speaker 3
And once we develop people in that way, we are then also able to unite in kee moment. So i actually think that interventions like democracy are really key for successful movements who are trying to be more than the sum of their parts, because it actually allows you to Not just have hub here, hub theire, hub here, but be like, we can make this more than ye we can make this add up to more than what we have. That's really cool.
Speaker 2
It's a cool linkage between develop mental and learning activities and network effect that i don't always think is made. Like, i think a lot of network effect is about activity and communication, but's not as much about, like, cultivating the capacity of the nodes in the network, something that's a really Fun thing to investigate further.)
- Time 0:31:52
-