ChangeMakers Partners supports its partners and associates in ongoing learning and research projects designed to contribute to understanding ways to increase the impact of organizations dedicated to social justice and progressive change. Current and past projects are described on this page. Subscribe to the CMP Blog and Twitter account to stay informed about new CMP learning and research projects, and publications.
The Tangle Project
CMP associates Kathy Tiner, Szabi Ishtai-Zee, and Lenneal Henderson along with lead partners Daniel Sewell and Lucinda Garthwaite have been investigating the phenomenon of tangled organizations since early 2016. The Tangle Project seeks to understand how organizations get tangled, and how they successfully untangle. In our working understanding, a tangled organization is stuck, not moving forward, focused on itself rather than its outcomes. People in a tangled organization experience ongoing distress and a sense of urgency, often increasing feelings of distrust, frustration, and despair. In a tangled organization, things “keep not working right,” and repeated efforts to change are unsuccessful. We are conducting interviews with business and non-profit leaders in spring 2017, and plan to begin to report project findings in fall 2017.
Personal Practice for Emancipatory Systems Change
Lead partner Lucinda Garthwaite completed a study in 2014 focused on identifying ways that individuals could adjust their behavior to effect emancipatory organizational systems change. Her findings were published in a monograph, Leadership for Social Change: A Cultural Perspective (2015), and she will complete a book manuscript based on her research in spring 2017. To download a PDF of the 2015 monograph article, "Personal Practices for Emancipatory Systems Change," click here.
Organization Planning for Systems Change
Lead partner Daniel Sewell is engaged in a review of literature and practices of strategic planning, organizational planning and systems change in an effort to synthesize a new approach to integrated organizational planning. Preliminary findings will be available by fall 2017.
As a fellow in Social Change, Diversity and Inclusion at the Fielding Graduate University Institute for Social Innovation, lead partner Lucinda Garthwaite is investigating the possibility that a popularized constructive nonviolence practice could leverage emancipatory social change. Her work is rooted in the literature and practice of nonviolence, large systems change, restorative justice, post-conflict reconciliation and indigenous circle traditions. Preliminary findings will be available in summer 2017.
Managerialism and non-violent management
Lead partners Lucinda Garthwaite and Daniel Sewell are exploring the tenets of traditional management practice in the context of day-to-day non-violent practice. The concept of managerialism has emerged in this investigation, with assumptive dynamics similar to other social “isms” such as racism and sexism. We’ll report on emerging insights from this project in the CMP Blog, and in a CMP Research Report by the end of 2017.