Disrupt & Innovate

On November 26, 2024, the International Civil Society Centre held its annual Global Perspectives Conference, inviting experts and innovators to explore and discuss the theme “Truth, Trust, and Technology” and its significance for Civil Society Organisations (CSOs). This virtual event featured sessions on fighting misinformation and disinformation, building narratives based on trust to uphold human rights, examining the impact of digital technologies on mental health, and leveraging digital technologies for citizen data to allow a voice for marginalised communities. Additionally, the conference addressed deconstructing colonial practices in donor-recipient relationships.  

The conference kicked off with an opening address from UNDP Administrator Achim Steiner, who stated:

‘‘The use of words to deceive, confuse and provoke are not new. What is new is the sheer speed and intensity with which information, both true and false, now spreads across our digital landscape…in a world of splintering truth and diminishing trust, how can civil society, and by extension our global family, cooperate toward a sustainable and more just future for all?’’ 

This was followed by a compelling opening plenary on the pervasive issues of misinformation and disinformation. Expert leaders in the sector, underscored the indispensable role of civil society organisations (CSOs) in maintaining trustworthy information ecosystems. The discussions highlighted the necessity of responsible technology use, emphasising trust, accountability, and governance in the digital realm. The panel also explored intergenerational engagement and the potential of technology to foster human progress, stressing the importance of partnership and cooperation in building a hopeful future.

The second session focused on forging partnerships rooted in trust and solidarity to move forward localisation for ICSOs. Speakers shared insights on moving beyond colonial approaches and quantitative metrics, advocating for power shifts to local levels. The dialogue emphasised the importance of trust, vulnerability, and rethinking power dynamics to uplift communities effectively.

We were delighted to have a special addition to our monthly Digital Dialogue series as part of Global Perspectives. The panel discussed the impact digitalisation has on mental health, particularly in the context of work, and examined the ways in which digital technology could play a part in mental health support. The expert speakers highlighted the challenges and opportunities of digital technology in supporting mental health, advocating for comprehensive approaches to integrating digital tools, while maintaining privacy, into broader wellbeing strategies for CSOs.

The adverse effects of misinformation and disinformation are huge for CSOs and we need to mitigate its impact critically. Futures thinking is one method to do this. Futures thinking is a key area for the Centre and an approach and methodology we feel benefits CSOs greatly. Our session on futures thinking approaches, reflected on why CSOs should use strategic foresight in their work, showcasing some new strategic foresight resources we have developed on misinformation, disinformation and malinformation.

Currently we see civic space shrinking and an increase in anti-rights narratives. This session on building effective narratives, provided strategies for countering  these harmful narratives and promoting human rights. The discussion focused on the importance of framing messages that resonate with audience values and foster collaboration across organisations. The session concluded with the importance of building a global movement and how digital approaches can help foster trust, inclusion, and better human rights.

The last session of the day showcased the Leave No One Behind Initiative, who focus on leveraging citizen-generated data to empower marginalised communities. Panellists discussed challenges related to data quality, governance, and privacy, emphasising trust and community ownership. The role of philanthropy and the potential of AI in promoting social good were also highlighted.

The Global Perspectives Conference 2024 was a vibrant convergence of ideas and best practices, featuring diverse participants from international CSOs, politics, and beyond. The online format enabled broad participation, with over 1,000 registered participants, offering global perspectives and inclusive discussions.

The map below shows the diverse range of cities around the world participants joined us from:

This year’s conference not only underscored the importance of truth and trust but also provided actionable insights for CSOs to navigate today’s complex online information landscape. As we look towards 2025, it is crucial for CSOs to continue fostering trust, embracing innovative solutions, and collaborating across sectors to address global challenges.

You watch all the session recordings here 

We have put together a number of additional resources related to each session for you to delve into deeper.

Session 1 – Civil Society at a Crossroads

📹 Watch now

Session 2 – Risk-sharing and Accountability for the Future of the Sector: Beyond Theory 

📹 Watch now

📝 Resources:

• The Liberating Power of Equitable Partnerships 
• Abot-Kamay Community Solidarity Fund

Session 3 – Mental Health in the Digital Age: How are civil society organisations using technology to advocate for mental well-being? 

📹 Watch now

📝 Resources:

• Digital Economy Outlook 2024 (Volume 1) : Embracing the Technology Frontier (OECD)
• A New Benchmark for Mental Health Systems (OECD) 
• Mental Health – UN Today (page 18-19) 
• Promoting sustainable work at UNHCR and beyond (UN Today)
• How can workers stay safe and healthy in the digital age? (RoSPA) 
• Prioritising wellbeing in an ‘always on’ digital age (CIPD) 
• 4 digital wellness tips for the workplace (video via YouTube) 
• Overcoming the “Dark Side” of Technology—A Scoping Review on Preventing and Coping with Work-Related Technostress (PMC) 
• Stand out for Mental Health

Session 4 – Foresights and Insights on Misinformation, Disinformation and Malinformation: using Futures thinking approaches for CSOs

📹 Watch now

📝 Resources from the International Civil Society Centre

• Mis-,dis-, and malinformation explainer video
• A futures approach to tackle mis, dis, and malinformation 
• 4 x future scenarios. Mis-,dis-,and malinformation in 2030 
• Pioneering Approaches: Civil Society Organisations Tackling Misinformation and Disinformation
• Anticipating futures for civil society operating space
• Toolkit for Tomorrow: Anticipating Futures 

Session 5 – Building Effective Narratives to Counter Anti-Rights Groups and Foster Human Rights 

📹 Watch now

📝 Resources from ODI

• Facing the backlash: what is fuelling anti-feminist and anti-democratic forces? 
• ‘Feminist responses to ‘norm-spoiling’ at the United Nations
• Whose hands on our education? Identifying and countering gender-restrictive backlash
• Hostile landscapes: how do gender-restrictive actors contribute to violence against LGBTQI+ people?
• Where next for feminist foreign policy on countering anti-gender backlash? and Where next for feminist foreign policy on funding feminist movements?
• And see the International Civil Society Centre’s, Solidarity Action Network resource hub for lots more on this topic

Session 6 – Can Citizen Data and Digital Approaches Foster Trust and Inclusion?

📹 Watch now

📝 Resources:

• Partnering for Citizen Data (Collaborative on Citizen Data x The Danish Institute for Human Rights)
• SDG Human Rights Explorer (Danish Institute for Human Rights)
• Collaborative on Citizen Data (UNSD) For further information and to join as a member email: citizen.data@un.org
• SDG Kenya Forum 
• Google Philanthropy (Google.org)
• AI for social good (Google.org)
• Leave No One Behind partnership (International Civil Society Centre)

• Civil Society
• Global Perspectives
• Inclusive Data
• Technology

Rachel Wilkinson

Programme Manager – Futures and Innovation

International Civil Society Centre

Rachel leads the Futures and Innovation programme at the Centre. She is responsible for managing the portfolio of projects and events as well as leading and developing the Scanning the Horizon strategic peer learning platform. Rachel has more than 15 years of experience working in the third sector, on a national and international level, working for various ICSOs in international development and human rights in both London and Berlin.

In an era marked by rapid change and uncertainty, civil society organisations must proactively anticipate and prepare for diverse potential futures. Foresight practices help map these possibilities, allowing us to explore trends, opportunities, and risks. But how can we make this process not only effective but also engaging and accessible? The answer lies in gamification. 

What is Foresight Gamification?  

Gamification involves the integration of game elements and principles in non-game contexts. Within foresight, this means incorporating play into the typically strategic and analytical process of envisioning the future. This is achieved through structured, interactive games that encourage creativity, problem-solving, and collaboration.   

Foresight gamification transforms abstract concepts of the future into comprehensible ideas, making them easier to grasp and explore. Through game mechanics such as role-playing, storytelling, and competition, participants can immerse themselves in complex future environments, learning through play how these futures could unfold.

How Foresight Gamification Works in Practice 

At our recent Scanning the Horizon community session, facilitated by Shiela R Castillo, a foresight practitioner with a passion for the transformative power of cultural creatives and civil society, participants engaged with two notable foresight games:  

• The Polak Game: This collaborative exercise invites participants to explore their beliefs about the future. Players position themselves on the game board based on whether they foresee a better or worse future than the present. They also reflect on their capacity to influence the future. This reflection prompts discussions about how personal assumptions about the future shape our current actions. 

• The Thing from the Future: In this imaginative game, participants envision future artefacts based on specific prompts. For instance, players might describe an object from a century in the future that embodies “resentment” linked to “cloning.” This creative process encourages thinking beyond conventional boundaries, helping participants “create out-of-the-box ideas that might help them generate innovative solutions to potential future challenges.

The Benefits of Foresight Gamification 

1. Enhanced engagement and participation
   

   While some individuals may feel hesitant to participate in serious games within a professional context, gamification invites active involvement. With an open mindset, participants often find themselves “in the flow,” gaining valuable insights from the experience. The dynamic and interactive nature of these games fosters an inclusive environment where individuals are more likely to engage deeply and collaboratively.

2. Safe space for exploration
   

   Gamification creates a safe, judgement-free space where participants feel comfortable sharing ideas, even if they seem absurd or laughable. This freedom encourages risk-taking and innovation, which are essential for imagining unconventional futures. In a foresight game, there are no wrong answers – just different perspectives to explore.

    

3. Making futures thinking accessible and inclusive
   

   By integrating gamified approaches, foresight practices become more accessible to diverse groups. Whether conducted online or in person, games like the Polak Game and The Thing from the Future, demonstrate that complex foresight concepts can be communicated in a simple and engaging way. Playing foresight games not only makes the experience of learning about futures more enjoyable but also helps participants think strategically about long-term challenges. For example, the Polak Game helps players position themselves on different future scenarios, while The Thing from the Future allows groups to brainstorm inventive possibilities based on prompts, such as “50 years from now” or “a century into the future”. Such games stimulate creativity and forward-thinking. Additionally, foresight games can be played by whole teams, with partners and diverse communities (such as children) that civil society organisations engage with.

    

4. Customisable and adaptable
   

   Foresight games are far from trivial and can yield profound insights when applied to civil society work. By linking game learnings to their day-to-day and longer-term responsibilities, players can glean valuable insights that could support their work in addressing the world’s wicked problems. Importantly, foresight games are not one-size-fits-all; they can be tailored to meet the specific needs of an organisation, or the issues being explored. As Shiela R Castillo notes, there are “no hard and fast rules” in gamification. Game elements can be adjusted or modified to align better with participants’ objectives, making these tools both versatile and impactful in addressing real-world challenges.

    

The Value of Foresight Gamification 

Foresight gamification is emerging as a valuable resource for fostering a culture of foresight, particularly within international civil society organisations where long-term, creative thinking is essential. As more organisations embrace these playful methodologies, they are likely to discover that foresight games not only enhance their capacity for future-oriented thinking but also enrich the journey, making it more engaging, participatory, and enjoyable. 

In the words of Shiela R Castillo: “We should definitely play more. If play is work for children, social development professionals can make playing serious games part of work too”. Foresight, after all, is about imagining the unimaginable, and what better way to do that than through the lens of a game? 

With this spirit, we would like to invite you to start using foresight games within your organisations and work.  

If you would like to learn more on how you can use foresight in your work, immerse yourself with the tools of foresight integrated into the Justice Based Approach in United Edge’s Strategic Foreisght Workshop for Social Justice Leaders, facilitated by Shiela R Castillo and Daniel Bevan in November. 

Alexandra Schlegel

Programme and Events Officer

International Civil Society Centre

Alexandra joined the Centre in January 2022. Her background is in Political Science and International Relations. She holds a MA in International Relations from Leiden University in the Netherlands next to her BA in Political Science and History from the University of Tübingen, Germany. In her master thesis, Alexandra wrote about the humanitarian impacts of migration agreements. During her studies, she was strongly engaged in voluntary work with different international organisations. She has lived in Germany, the UK, the Netherlands as well as Jordan and is currently living in Berlin.

Power shift, localisation, locally led, and globally connected are just a few terms that try to catch the characteristics of the debate around the future of civil society organisations, particularly international ones. Sometimes dubbed as the ‘industrial aid complex that needs to be overcome’, ICSOs are increasingly looking at a transfer of decision-making power to entities or partners in the Global South, while trying to determine their own future roles. A lot of transformation is already happening in the sector, and the discussions have moved from the ‘why’ to the ‘how’ and the ‘what does it take’. 

Since 2018, the International Civil Society Centre (ICSC) accompanies power shift processes of ICSOs through so-called ‘governance labs’, where progress and challenges are addressed through mutual learning and exchange, and where best practices and failures are discussed alike. 

Each lab has a particular focus. This year we met in Thiès, Dakar, hosted by the Senegalese NGO Tostan in their Training Centre, to concentrate on the interplay of power shift with the shrinking of operating space for civil society. The underlying question was, how far can power imbalances and the desire to shift power be instrumentalised by those who want to weaken civil society, particularly in authoritarian environments. And how do we stay true to our ambitions to localise social justice work but actively address its dangers? 

A worldwide wave of nationalism is visible throughout the over 40 national elections happening in 2024. International solidarity is deprioritised in many rich societies, and liberal democracy and the role of organised civil society are actively undermined by anti-rights groups and oppressive regimes. International and local CSOs are under direct attack, the former being accused as ‘foreign agents’, the latter as Trojan horses promoting non-traditional values. In such times, the shift of decision-making powers comes with ambivalences, potentially feeding into nationalist, anti-liberal agendas. 

This year’s Power Shift Lab was the second that was held in the Global South, after the 2023 Nairobi event. It was a welcome opportunity to enrich discussions in the sector from the perspective of local communities and partner organisations of ICSOs. Reflections around the impact of shrinking space were candid and open and showed the willingness to get it right rather than moving fast. While we are looking at a new sharing of responsibilities, we need to be clear about risk sharing, new types of accountabilities, and an increased sense of solidarity between different civil society actors vis-à-vis those who try to divide and undermine us.  

Key Takeaways from the Power Shift Lab and What Leaders Are Saying:

ICSC’s Power Shift Lab in Senegal helped us as leaders within the civil society community to reflect on the intersection of governance transformation and shrinking civic space, delving into how such transformations challenge yet drive change within a complex organisation and evolving sector.  Making space to reflect on our goals and hopes for long term power shifting allowed me to think about Plan’s role as a leader in supporting girls rights and girls in crisis.  How might we consider more emphasis on governance actions that we can commit to today that can build momentum from within, ensure we approach a community–driven approach to changes in our governance, look to external partners and peers for support, and, as always, ensure our governance centres the representation and needs of young people.  I also walked away with incredible learning from peer organisations – who had boldly embraced change in terms of operating models, global pay equity, decentralised headquarters, and pursuing outside culture checks – to help ensure accountability. Thank you for the space to think about ways to move forward, to do things differently, and to leave with even better relationships with fellow colleagues and champions. 

Kathleen Sherwin, Chief Strategy & Engagement Officer (and External Representative)
Plan International 

My key insights from the Power Shift Lab were that considerable governance changes are happening across the sector, with many ICSOs not only acknowledging existing power imbalances within our organisations and with our partners and communities, but also the shared commitment to implementing and learning from new pathways to sharing agency and power, both internally and externally. While acknowledging the progress made so far, we must continue to explore new pathways towards more equitable partnerships, where local and national organisations take the lead wherever possible; meaningful involvement of diverse underserved and under-represented constituents in governance (children, people who are differently abled, youth, marginalised, etc.). We must also forward redressing institutional and financial hurdles (including donor policies and practices) by strengthening advocacy for systemic change across the humanitarian and development ecosystem. While we have focused largely on formal power in governance transformations, we hardly pay equal attention to informal sources of power and their implications for the power shift and the intersection of governance transformation and civic space. It is therefore important for us to take a critical look at our internal cultures and the external environment/cultures of the societies where we operate to determine how best to centre informal power and intentionally blend both formal and informal powers for fit-for-purpose governance frameworks and organisational strategy.  

Mohammed-Anwar Sadat Adam, Programs and Policy Influencing Lead,
Oxfam in Ghana 

I had the privilege of attending the Power Shift Lab together with eighteen dynamic representatives of civil society organisations. I was puzzled by the topic and approached the lab with an open-mind and with curiosity, ready to listen, understand, and share. During these three days, led by Wolfgang and Myriam, we asked relevant questions about the future of the sector, and we managed, as a group, to picture different roles for the future of ICSOs. It was an insightful journey, enriched by the different backgrounds and levels of responsibility of the participants. In my opinion, the key word behind the power shift is changes. Changes with big C, as these would include multiple layers, some of those needing to happen at individual level, some others at organisational-governance level, and others again at systemic level. Exploring the power dynamics, understanding the trends of the sector – and of society as a whole – and the related obstacles, allowed me to better recognise my leverages for a change. It is a process, we need to play the long game, learning how to really put the communities we work with at the centre of our actions, learning how to remain relevant while the civic space is shrinking. 

Francesco De Pasquale, Mali Country Director,
Welthungerhilfe 

Attending the ICSC Power Shift Lab was a very rewarding experience for me. It was my first time, and I found it incredibly insightful and enriching both personally and professionally. Reflecting on my own organisation’s journey and learning from others was a real eye-opener. The sessions, presentations, and discussions with a diverse group gave me solid insights into the concept of power shift and boosted my confidence to drive positive change in my organisation. One key takeaway for me is that every organisation’s path to power shift is unique, with its own milestones and success indicators. I highly recommend anyone in the development or humanitarian sector to join these labs and dive into the discussions on accelerating inclusive power shift. 

Papa Diouf, Global Practice Area Lead for Health,
VSO International 

The diversity of people, organisations, and perspectives was again the key success factor for advancing our common ambition – to become more participatory, legitimate, and locally-led, while at the same time addressing practical and political obstacles in a collaborative way. This enables collective learning and sets a sign against isolationism.  

Where do we go from here? The next step is to commit to action. Whether it’s rethinking governance models, addressing informal power structures, or actively advocating for systemic change within donor policies, ICSOs must push the envelope. As we look ahead to 2024 and beyond, let’s ensure that our efforts to shift power are not only transformative but also resilient in the face of external threats. 

Wolfgang Jamann

Executive Director

International Civil Society Centre

Dr. Wolfgang Jamann is Executive Director of the International Civil Society Centre. Until January 2018 he was Secretary General and CEO of CARE International (Geneva). Before that he led NGO Deutsche Welthungerhilfe and the Alliance 2015, a partnership of 7 European aid organisations. From 2004-2009 he was CEO & Board member of CARE Deutschland-Luxemburg and President of the CARE Foundation. Previously, he worked for World Vision International as a regional representative in East Africa (Kenya) & Head of Humanitarian Assistance at WV Germany. After his Ph.D. dissertation in 1990 he started his career in development work at the German Foundation for International Development, later for the UNDP in Zambia. As a researcher and academic, he has published books and articles on East & Southeast Asia contributing to international studies on complex humanitarian emergencies and conflict management.