Principle to Practice

Marshall Wallace

from Principle to Practice

social dynamics. change. culture

consulting

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I’ve worked around the world on the dynamics of social and cultural change with some of the largest organizations--and some of the smallest.

I've run global research projects, with insights I’ve turned into training programs and pattern languages. I’ve trained thousands of people from civil society groups, governments, militaries, corporations, and communities in practical methods of organizing and managing change. Thousands more have been through programs by trainers I trained. My work is used

I've written a couple of books and dozens of articles about the social dynamics of conflict, the challenges of social and organizational change, and how to do good work in complex circumstances. I've consulted with governments, UN organizations, international and local NGOs all over the world, as well as companies large and small.

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In this time of uncertainty, how will we live with each other, work with each other, play with each other? The answer to those questions is culture. Culture is our behaviors—how we work, how we play, how we live—and the behaviors we accept in those around us. Culture isn’t the words we say or put out in a mission statement; it’s the things other people see us do everyday. We need strong, values-based cultures now more than ever.

Your organization’s culture is the way you live your personal and organizational values in relationship to the people around you. In good times, it’s easy to get along. It’s easy to think culture itself is easy. But when times are rough, you’ve seen it dozens of times, culture is the first thing that goes…and then the best staff go, taking with them your ability to execute. People don’t quit jobs. They quit cultures.

Culture is top down. People take their cues from leaders. A leader’s behavior is watched, analyzed, weighed, and considered. It also tacitly gives permission for others to emulate it. When a leader makes a decision, that is the organization’s values on display.

How do you build a strong culture? You start with your principles. Moving them into practice is what this website is all about.

Work I'm proud of

Opting Out of War: Strategies to Prevent Violent Conflict

In this book, we looked at communities in civil wars that found ways to "opt out" of the violence. These are their strategies.

From Principle to Practice

A pattern language for interventions, from humanitarian or development aid at any level, by any actor, to government programs and corporate outreach.

The Social Change Matrix

A practical model of how change happens. I've used the SC Matrix to run programs and political campaigns. It's magic.

Practical Legitimacy

Legitimacy is the relative willingness of someone to act on a request. The more likely they are to act willingly, the more legitimacy that government, institution, organization, or person has. This model explains the components necessary to generate willing, cooperative legitimacy, as opposed to unwilling, coerced action.

  • I'm writing a book. How to Stop a Civil War is about strategies and tactics from around the world to either stop conflict or to mitigate it. Some advice right now:

    • The stakes matter. The only sure way to prevent the worst from happening is to imagine it and then plan for it. The surest way for the worst to happen is to believe that everything will work out.
    • Pick a thing to work on. After imagining the worst, there’s too much for one person to do. Pick the thing that (a) matters to you and (b) you have the capacities to work on. If you need to acquire skills, go acquire them (skill acquisition is working on your thing).
    • Pick a non-conflict identity. You have a lot of potential identities available from your country’s history. Pick one and use it. Personally, I think “patriot” is a good one, as long as you emphasize the community, coming-together to build a nation aspect.
    • Tell your leaders to lead. They need to lead on stating the stakes, connecting and coordinating groups, helping groups get the resources they need, and facilitating conversations about strategy. Leaders need to assure communication is taking place across ALL sides, no matter how difficult that seems.
    • Open your lines of communication. Be in touch with your friends and family. Let them know what you think about the worst and what you’re doing to prevent it. Get to know your neighbors and build a local identity.
    • Emphasize the Rule of Law. Use capital letters when you speak. Emphasize community norms and values. Communities don't have to tolerate those who violate them.
    • Support educational and economic opportunities. Don't do this just for yourself, but for your neighbors and your nation. This too shall pass and we want to be able to move into the future on a solid footing. Plus, these things might stop a civil war.
    • Don't fall for misinformation. Double-check. Don't fall for disinformation! If it seems outrageous, it probably isn't true.

    Come back here to see how the book is going. I'll try to set up a mailing list for better communication. Because it is the easiest to get started on, I’m going to emphasize one piece of the above advice: set up good communication systems with friends, family, neighbors, leaders both political and otherwise, and even with your opponents.

  • I have acquired an interesting skillset, but it all boils down to one thing:

    • I like people
    • I have executive experience as President of a non-profit, COO of a firm, and Founder/CEO of a company.
    • I led two global research projects, managing dozens of people directly, and facilitating coordination with hundreds of organizations across multiple countries. I wrote several successful grant proposals to get these off the ground and keep them going.
    • I’ve written books and articles that are widely used, not just cited.
    • I homeschooled my kid during the pandemic. Keeping up with an 8th grader is no joke. She was well-prepared for 9th grade though!
    Drop me a line.