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The Power of NetworksNoah Flower

April 20th, 2010

Available online: workingwikily.net/sfbaeap.pptx

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Monitor Institute: who we are

part consulting firm, drawing on the talents of our own dedicated team and the resources of the global professional services firm, Monitor Group.

part think tank, analyzing and anticipating important shifts in the rapidly changing context that leaders must navigate.

part incubator of new approaches. We work with clients and partners to test and prove new models for social impact.

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Working Wikily: our blog and whitepapers

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

What personal networks do you find most valuable, and how do they connect you to the arts versus other sectors?

How have you pursued your organization's goals through building relationships with organizations,  the public, or other stakeholders?

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

What are “networks”?

Any meaningful set of relationships among people.

Just what you’d think:

So what’s new?

You can do more as a group.

You can do more as a person.

And groups can be different.

What can different look like?

CentralizedFirmly controlled

PlannedProprietary

TransactionalDownward communication

DecentralizedLoosely controlled

EmergentOpen, shared

RelationalTwo-way conversation

Working hierarchically Working wikily

It’s a spectrum…

Why is this important for nonprofits?

“82% of nonprofits operate on less than

$1M in budget.”

– Center for Nonprofits ‘07

There are more nonprofits every day.

Few operate on a large scale.

There are fewer dollars to go around.

Networks are one answer for increasing scale, efficiency, coordination, and impact.

Isolation?

Unmet needs?

Lack of power?

Duplication and fragmentation?

Lack of shared knowledge?

Untapped talent and wisdom?

Suboptimal impact and growth?

Build community

Engage people

Advocate for policy change

Coordinate resources and services

Develop and share knowledge

Innovate

Get to scale

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

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MAPPING YOUR NETWORKSA few definitions from the handout

Core

Link Node

Cluster Periphery

Hub

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MAPPING YOUR NETWORKSExample: The Green and Healthy Building Network

In 2005:

Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe

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MAPPING YOUR NETWORKSExample: The Green and Healthy Building Network

In 2007:

Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe

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MAPPING YOUR NETWORKSWhat network mapping can do

Show participants how they’re connected Show where resources are located and how they flow Assess how the connections could be improved Document change in the connections over time Spark strategic conversation among participants

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MAPPING YOUR NETWORKSThe industrial-strength version

Frame the Problem

CollectData

AnalyzeData

Validate &DiscussResults

IdentifyNextSteps

Follow-up

• Goal

• Problem/ Opportunity

• Hypotheses

• Who/Boundaries

• Relationships/Flows

• Demographics

• Surveys

• Interviews

• Focus groups

• Data mining

• Specialized network mapping software helps to understand data:

• Visually (Maps)

• Quantitatively (Metrics)

• Preliminary review

• One-on-one interviews

• Interactive feedback session

• Formal presentation

• Planning

• Training

• Organizational Changes

• Specific interventions

Framework developed by Roberto Cremonini at the Barr Foundation

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

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Value

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky

WHAT MAKES A NETWORK HEALTHYEight general factors

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Clearly articulated give and get for participants

Delivers value/ outcomes to participants

Value

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

WHAT MAKES A NETWORK HEALTHYFactor 1: Value

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WHAT MAKES A NETWORK HEALTHYFactor 2: Participation

Trust: strong relationships

Diversity: bridging and valuing differences

High level of voluntary engagement

Value

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYFactor 3: Form

Balance of top-down and bottom-up logic

Space for self-organized actionValue

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYFactor 4: Leadership

Embraces openness, transparency, decentralization

Shared responsibility and authorityValue

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYFactor 5: Governance

Representative of the network’s diversity

TransparentValue

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

Administrators 1,648 as of

4/29/09

Bureaucrats

29 active as of 12/22/08

Stewards

37 as of 3/3/09

Arbitration Committee

16 as of 3/21/09

Registered Users

9,540,944 as of 4/29/09

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WHAT MAKES A NETWORK HEALTHYFactor 6: Connection

Strategic use of social mediaValue

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYFactor 7: Capacity

Ample shared space, online and in-person

Ability surface & tap network talent

Model for sustainability

Value

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYFactor 8: Learning & Adaptation

Mechanisms for learning-capture / storytelling

Ability to gather and act on feedback

Value

Participation

Form

Leadership

Connection

Capacity

Learning & Adaptation

Governance

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WHAT MAKES A NETWORK HEALTHYHow healthy is your network?

Use our diagnostic to do your own evaluation:http://www.workingwikily.net/network_diagnostic.pdf

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

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HOW TO LEAD IN A NETWORKDifferent mindset, strategy, and actions

Organizational Leadership Network Leadership

Mindset

Strategy

Actions

Competition

Grow the organization

Compete for resources

Protect knowledge

Competitive advantage

Hoard talent

Collaboration

Grow the network

Share resources

Open source IP

Develop competitors

Cultivate leadership

Source: Heather McLeod Grant and Leslie R. Crutchfield, Forces for Good (2007).

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HOW TO LEAD IN A NETWORKDifferent attitudes & attributes

Organizational Leadership Network Leadership

Attitudes & attributes

Authority-consciousIndividualistic

ControllingDirective

TransactionalTop-down

Action-oriented

Alignment-consciousCollectiveFacilitative

PatientRelationalBottom-up

Process-oriented

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HOW TO LEAD IN A NETWORKThe work of a network leader

• Convene diverse people and groups• Engage network participants• Generate collective action• Broker connections and bridge difference• Build social capital – emphasize trust• Nurture self-organization• Genuinely participate• Leverage technology• Create, and protect network ‘space’

Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)

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HOW TO LEAD IN A NETWORKParticular roles to play

Organizer

Funder

Facilitator / Coordinator

Weaver

Technology Steward

Establishes value proposition(s)

Establishes first links to participants

Provides initial resources for organizing the network

Works to increase connections among participants

May focus on growing the network by connecting to new participants

Can be multiple people with formal and informal roles

Facilitates the network use of online technology to learn, coordinate, connect or share information together

Helps participants to undertake collective action

Ensures flow of information and other resources

Sources: Peter Plastrik and Madeleine Taylor, Net Gains (2006); Beth Kanter; Stephanie Lowell , Building the Field of Dreams (2007); White, Wenger, and Smith, Digital Habitats (2009)

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HOW TO LEAD IN A NETWORKCommon challenges

Unlearning the organizational

mindset

Dealing with information overload

Letting go of control Engaging and inspiring participants

without being controlling

Learning and leveraging new technologies

Making the case & measuring success

Determining network boundaries

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?HOW TO LEAD IN A NETWORKQuestions to ask yourself

What is your network leadership work? What roles do you play?

What are the skills and characteristics that will help you succeed?

Which are your strengths? Which do you need to work on?

What are 3 steps you can take to strengthen your network leadership?

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Tonight’s agenda

Conversation with Tamara Alvarado, Anasa Troutman, and Roger Kim

The potential for “working wikily”

Mapping your networks

What makes a network healthy

How to lead in a network

Closing discussion with SFBAEAP

Thank you.Noah FlowerMonitor Institute

415.932.5345Blog: workingwikily.net

Slides: workingwikily.net/SFBAEAP.pptxTwitter: @workingwikily