In this session Miguel de Clerk shared his experience of governance of a contested geographical territory when fostering the idea of living together

1. Geneva - 17th to 20th May 2018
ebbf’s 28th international learning event
ethical business building the future,
rethinking the governance
of your organization
#ebbfgovernance
proceedings
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Miguel de Clerk
Living together and making choices for the future:
governance of a territory

2. LIVING-TOGETHER AND MAKING CHOICES
FOR THE FUTURE:
GOVERNANCE OF A TERRITORY
Lessons learned from Morocco

3. Miguel de Clerck
Career Summary Expertise Summary Education/ Certification
• Doctors without Borders
– Health economist : 7 year
– Country representative : 4 year
– Communication and HR-
department: 2 year
• Max Havelaar (Fairtrade
Labelling Organization) :
CEO
• Institute of
Neurocognitivism
– Trainer and market developper
• NGO Echos
Communication : CEO
• Running a Non-Profit
Organisation
• Project management
• Trainer in applied
NeuroCognitive and
Behavioural Approach
• Fair knowledge of
working with Africans
• Graduated Ingénieur
Commercial et de
Gestion (UCL)
• Master in Public
Administration (Harvard
Kennedy School of
Government)
• Graduated from
Institute of
Neurocognitivism: the
fundamentals of the
NeuroCognitive and
Behavioral Approach

4. Introduction
▪ Governance in a private corporation vs. in a
territory
▪ People are people; governance is governance
• Africa – Europe
▪ Focus on Participative Democracy
▪ Partners:
Conseil Régional de l’Oriental
(Maroc)
Agence de l’Oriental (Maroc)

5. Aimed Output
▪ Around a practical example, draw lessons on
HOW TO achieve Governance
▪ Generalizing lessons learned expressed as
equations

6. Practical Exercise 1
Issues to be dealt with in a territory:
▪ Promoting ecotourism
▪ Fighting against school skipping / truancy
▪ Solving the irrigation issue
▪ …
For the sake of the example:
▪ Maintenance costs of the railway :

7. Maintenance Costs of the Railway
• You are a local elected
• You receive an information of the railway company mentioning
that exploitation costs of the line crossing your territory is
400.000€/km, whereas the national average is around 100.000€/
km
• The train using rate is low
• Your local government does not have the necessary budgets to
bear the cost
Question: The railway company can no longer bear these costs
and ask the local elected what to do about the invoice?
Small groups of 3 : How are you going to tackle this issue? 10’

8. Lessons Learned 1
GOVERNANCE:
• Local elected: securing unity
• Civil society and citizens: offering diversity
⇒ Need for facilitation in Morocco : the two must
work together
⇒ Creation of a new profession : Territorial Coach

9. Process
Ownership of
the mission
Mobilizing
stakeholders
Creating a
strategy
Implementing
a program
Staying on
track

10. World Café
The World Café is built on the assumption that ...
1. People already have within them the wisdom
and creativity to confront even the most difficult
challenges;
2. The answers we need are available to us;
3. We are Wiser Together than we are alone

11. Methodology
▪ Tables of 4-5 persons
▪ 1 question per table
▪ 1 round of conversation per table
▪ 3 rounds of conversation, each lasting 20
minutes
▪ 1 large page at the centre of the table where
ideas are capitalised. By means of mindmapping
e.g.
▪ 1 table host per table

12. Table Host Role
▪ Remains at the table (does not move around)
▪ Welcomes the new set of participants at each
turn,
▪ Gives newcomers a 2-minute insights from prior
conversations

13. Source: http://www.theworldcafe.com/wp-
content/uploads/2015/07/Cafe-To-Go-
Revised.pdf

14. Question 1
▪ What soft skills do Local Elected/CEO and
citizens/staff members need to have in order
to open the debate?

15. Question 2
▪ How would you proceed in order to identify
the key-stakeholders?
▪ What important information do you need from
them?

16. Question 3
You have defined who should be invited.
▪ What type of questions are you going to ask
in order to mobilize stakeholders around an
issue?

17. Lessons learned Q1 : Prerequisites
▪ Clarity on the roles (decision-power adn responsibility) of each
▪ Personal capacities
• To listen
• To accept reality like it is
• To be creative (Mental Mode Change)
▪ Inter-relational capacities
• Stress understanding and management
• Framing, Responsibilizing, Rewarding
▪ Collective intelligence animation techniques
• Structured brainstroming
• World café

18. Lessons Learned Q2 : Stakeholders
Governance Challenges:
• Being inclusive, opening one decision to non-believers
or to mandated critics
• Avoiding nepotism

19. Lessons Learned Q3: Mobilizing participants
▪ Let participants dream !
▪ Invite participants to get aware that their talents,
skills and motivation can lead them to PROPOSE
a solution they can contribute with, to each
vision, need or problem they express

20. GENERALIZING LESSONS LEARNED
RELATED TO GOVERNANCE

21. Bio-systemics
▪ What is your playing field?
▪ If a person received decision-power, was s/he
also made accountable ? And conversely?
▪ For critical decision, don’t mix up roles of judge
and party

22. The Power/Responsibility Loop
+
Power
+
Responsibility Proactive
Attitude
Maturity
Respect for others
Autonomy and synergy
Efficacy, creativity
Irresponsibility
Immaturity
Lack of realism
Tendency to power abuse (arbitrary or even
tyrannical)
Power relationship
Collective means serves individual interest
Demotivation
Refocusing of motivations outside of work,
which is achieved solely to earn one’s living
Repetitive work without initiative
Difficulty to act
Feeling of injustice and being crushed
Nervous or conservative attitude, even hostile
Inaction, passive resistance to change
Absenteeism, stress, health risks
Depressive tendency

23. The Power/Responsibility Loop
+
Power
+
Responsibility
Proactive
Attitude
Maturity
Accountability
Respect for others
Autonomy and synergy
Efficacy, creativity
Irresponsibility
Immaturity
Lack of realism
Tendency to power abuse (arbitrary or even
tyrannical)
Power relationship
Collective means serves individual interest
Demotivation
Refocusing of motivations outside of work,
which is achieved solely to earn one’s living
Repetitive work without initiative
Difficulty to act
Feeling of injustice and being crushed
Nervous or conservative attitude, even hostile
Inaction, passive resistance to change
Absenteeism, stress, health risks
Depressive tendency

24. Circulation of Information Loop

25. For Further Information
Contact person:
Miguel de Clerck, CEO
Echos Communication asbl
Verte Voie 20
1348 Louvain-la-Neuve, Belgium
mob.: +32 498 51 90 56
miguel@echoscommunication.org
www.echoscommunication.org