Meshwork for the Brazil 2020 Climate Campaign
The 2020 Climate Leadership Campaign was initiated by the State of the World Forum as an attempt to help humanity organise ourselves to do what the scientists say is necessary, if we are to avert runaway climate change and all the implications. Through the CHE's Hague Center we co-designed and lead the facilitation of the launch event in Brazil in August 2009 and continue to be at the heart of the Campaign with our meshworking practice and technology.

The process, supported by the city of Belo Horizonte and the State of Minas Gerais, combines leadership and convening (by State of the World Forum), facilitation (by The Hague Centre) and online collaboration and monitoring (supported by Gaiasoft) in preparation for large-scale implementation.
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The Schokland Agreement
Over half a million women still die each year from treatable and preventable complications of pregnancy and childbirth. The odds that a woman will die from these causes in sub-Saharan Africa are 1 in 16 over the course of her lifetime, compared to 1 in 3,800 in the developed world (UN Millennium Development Goals Report 2007). In June of 2007, twenty partners from across the public and the private sector drew up and signed a Schokland Agreement around Millennium Development Goal 5 (MDG5) toward reducing the maternal mortality ratio. The Center for Human Emergence Netherlands (CHE) was asked to facilitate a process toward increased coordination and collaboration between the partner organizations. The approach taken is one of reframing the public-private partnership as a meshwork. The Schokland Agreement leading to the formation of the Meshwork for Mother Care is supported by the members of Parliament of the CDA, PvdA, SP, VVD, ChristenUnie, Groen Links and D66 parties.
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Developing a Meshwork and Roadmap for MDG5
The experience from Parliamentarians Take Action on Maternal and Newborn Health sponsored and convened by the World Health Organization (WHO), Inter Parliamentary Union (IPU) and the House of Representatives of Dutch Parliament is relevant to people and organizations committed to achieving large-scale change, particularly in complex, multi-stakeholder challenges. It is often stated optimistically that we have all of the solutions and resources needed to meet the most demanding challenges of our time. It is clear from WHO data that this is true for Millennium Development Goals 4&5, Maternal and Newborn Health. This document outlines a process which builds on work of the WHO, IPU and the vision and advocacy of Chantal Gill"ard, Member of Dutch Parliament and her initiative Meshwork for Mother Care brining together and aligning people, organizations, resources and solutions to achieve MDGs 4&5.
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Integral approach to business unit transformation
This story is about the transformation of a business unit at Company X and the secrets behind its success. When he came to the business unit in October 0f 2004, business unit manager John Doe found a culture of fear and cynicism. Determined to improve the working climate, he called his forty employees together and wondered aloud: What would it mean to celebrate work, rather than suffer it? The result of asking that question was a 2 and a half year change project that would transform the organisation from one characterized by fear and cynicism to one where employees feel trust and pride. Today, the business unit is more resilient and innovative than ever before, and its business performance is drawing attention throughout Company X and the marketplace.
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U-Process as a transformation tool
This paper describes the process of an organisation that decided it was necessary to improve leadership and teamwork in his Management Team (MT). The organisation wanted to raise clarity of purpose, focus, better decision-making, uniting capabilities, working together, building on each other and learning to lead dialogues and conflicts.
At the beginning of the process, different business units were managed separately from the organisation as a whole. The lack of teamwork at management levels resulted in the MT not being able to support and enable the development of the organisation. The management team consists of 17 members and runs an organisation of approximately 5,000 employees. A consultant was contracted to support and facilitate this process. The organisation was advised to implement an approach for the cultural transformation of the management team. The purpose for this process was thus to facilitate a transformation in the leadership team"s behaviour to support the development of the organisation.
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Macha

Macha is a small rural community located in the Southern province of Zambia that in the last couple of years has grown from being a small rural community with no facilities and accommodations to a small town with Internet access (LinkNet), telecommunication, an Airstrip, Vision Community Centre, Radio Station, Ubuntu Campus (education) and more.

These developments were accompanied by economical progress, raising the standard of living, and brought positive change and hope to Macha. Furthermore, Macha houses the Malaria Institute at Macha (MIAM), an international renowned research institute that carries out malaria research — including molecular biology, entomology, epidemiology and clinical studies.

MIAM has proven to be successfully and effective in their work. In the last years malaria under 5 years old has dropped 90 percent, a significant result in rural Africa. Although successful the etiology for the change remains unclear.

The approach being used in Macha is of holistic nature with simultaneous investments in the fields: water; electricity; transport; communication; healthcare; and education. Center for Human Emergence studies Macha's unique and innovative approach, in a Research Series, as a proof-of-concept for using an integral approach within international development.