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Social Networking in ASEAN

Social Networking in ASEAN

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Published by Tom
The purpose of this proposal is to present the applied theoretical and practical experience with Digital Literacy, Digital Networks, and Social Media, as conceptualized within the Digital Fourth Way and applied in South East Asia by the Four Worlds International Institute (FWII) and Four Directions International (FWI) in partnership with our Canadian and Regional SEARCH Project partners. We demonstrate that this principle-centered, culturally respectful, multi-stakeholder approach can be expanded and scaled up, within the ASEAN (Association of South East Asian Nations) Region for achieving, One Vision, One Identity, One Community and a people-centred ASEAN by 2015. This proposal envisions a people-centred ASEAN that is fully supported by a principle-centered, Digital Human Rights Architecture for deepening and expanding economic linkages and connectivity as stipulated in the ASEAN Community Blueprints.

This proposal builds upon the vision, guiding principles and theoretical foundations that were first outlined in the document, “Deep Social Networks and the Digital Fourth Way” co-created by the Four Worlds International Institute (FWII) and the Interra Project. This was the integrative theme of thought and framework for action that guided FWII and FWI’s support of our regional SEARCH partner, Forum Asia, in their Human Rights and Rule of Law work with Ethnic Minorities, Indigenous Peoples, Women, and Child Rights and Protection. This includes the creation of an ASEAN Human Rights Architecture and related Structures, as a foundation for building a people-centred ASEAN by 2015 and the development of an inclusive regional architecture, with ASEAN as the driving force that is essential for promoting regional dynamic equilibrium and ASEAN connectivity.
The purpose of this proposal is to present the applied theoretical and practical experience with Digital Literacy, Digital Networks, and Social Media, as conceptualized within the Digital Fourth Way and applied in South East Asia by the Four Worlds International Institute (FWII) and Four Directions International (FWI) in partnership with our Canadian and Regional SEARCH Project partners. We demonstrate that this principle-centered, culturally respectful, multi-stakeholder approach can be expanded and scaled up, within the ASEAN (Association of South East Asian Nations) Region for achieving, One Vision, One Identity, One Community and a people-centred ASEAN by 2015. This proposal envisions a people-centred ASEAN that is fully supported by a principle-centered, Digital Human Rights Architecture for deepening and expanding economic linkages and connectivity as stipulated in the ASEAN Community Blueprints.

This proposal builds upon the vision, guiding principles and theoretical foundations that were first outlined in the document, “Deep Social Networks and the Digital Fourth Way” co-created by the Four Worlds International Institute (FWII) and the Interra Project. This was the integrative theme of thought and framework for action that guided FWII and FWI’s support of our regional SEARCH partner, Forum Asia, in their Human Rights and Rule of Law work with Ethnic Minorities, Indigenous Peoples, Women, and Child Rights and Protection. This includes the creation of an ASEAN Human Rights Architecture and related Structures, as a foundation for building a people-centred ASEAN by 2015 and the development of an inclusive regional architecture, with ASEAN as the driving force that is essential for promoting regional dynamic equilibrium and ASEAN connectivity.

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Published by: Tom on Jan 26, 2011
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11/13/2011

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Organizational capacity refers to the ability to use networks as the flexible, interactive,

borderless form of structure of whatever activity in whatever domain. Effectively organizing

organizations is rooted in shared values expressed as public narrative. Values based organizing

in contrast to issue based organizing invites network members to transcend their issue silos

through a principle-centered approach and come together so that their diversity becomes an

asset, rather than an obstacle, and because values are experienced emotionally, people can

access the moral resources-the courage, hope, and solidarity that it takes to risk learning new

things and explore new ways of doing things.

Organizing a Deep Social Network is based upon human relationships and creating mutual

commitments necessary to work together to make meaningful change. It is the strength of the

relationships in the group, not the number of people in that group, that makes the whole

greater than the sum of its parts. By building relationships with others from different

backgrounds, we can learn to recast our individual interests as common interests, allowing us to

envision objectives that we can use our combined resources to achieve.

Deep Social Networks need a collective leadership structure that leads to effective engagement

with network members. A structured leadership team encourages stability, motivation,

creativity, and accountability and can use volunteer time, skills, and effort more effectively.

These are authentic teams with an engaging direction, an enabling structure, clear group norms,

and a diverse team with skills and talents needed to produce the result. They create a structure

which allows organizers and volunteers to see the direct, measurable impact of their own work.

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