Net Effectiveness Oct 6


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  • When Institute started work with Packard two years ago/When Heather was researching her book, few of these books had been written, few blogs existedSince then, there has been an explosion in study of networks, attempt to gain understandingExplosion in blogs (Beth’s blog), books (Clay Shirky), events, training
  • Obama has tried a number of interactive Internet applications for his governmentCitizen’s briefing book: initiated during the transition for citizens to submit their ideas to the president. 44,000 proposals and 1.4 million votesEmbarrassing results …. Highest ranking idea was about marijuana legalization (despite being in the middle of two wars and an economic recession) In March, Office of Science and Technology Policy crowd-sourced to see how to best become transparent Got good ideas as well as a bunch of unrelated, pithy debates Currently, Joe Biden and his “middleclass task force” asks for comments from web-users Also,Twitter, youtube, Facebook, Flickr all have whitehouse accounts to disseminate informationPositives of Gov 2.0Expectation that citizens are to be consulted about everything all the timeInternet, in democratizing access to facts and figures, encourages decisions based on facts Negatives of Gov 2.0Extermists (either positive or negative) are more likely to participate, pushing the moderate voice asideEasy to spread lies Groups can simulate support to take over the public voice
  • Many upsets in the industry: closures, jobs lost, bankruptcy filings Rocky Mountain News folded; Boston Globe up for sale; SF Chronicle struggling; Seattle PI has gone online-only; Conde Nast closes Portfolio magazineTribune Company filed for bankruptcy reorganization in December 2008; GateHouse Media effectively broke by mid-2008; Journal Register, Philadelphia Newspapers, and the Minneapolis Star-Tribune went into bankruptcy early in 2009.According to the American Society of News Editors, 2,400 full-time professional newsroom jobs were lost at American dailies in 2007 and 5,900 more in 2008.Newspaper ad revenues fallen 23% in last two years.Chart highlights continuing losses in newspaper circulation in the US: Losses accelerated to 4.6 % daily and 4.8% Sunday, in the six months ending 30 Sep 2008. Chart represents aggregate data for US newspapers. Source: Deutsche Bank Securities in “State of the News Media 2009.”Online news consumption increased: number of unique visitors to newspaper websites each month was up 15.8% to 65 million in the third quarter of 2008 over a year earlier.Source: “State of the News Media 2009,” Pew Project for Excellence in Journalism,
  • Rise of non-profit (esp. investigative) and citizen journalism and new business modelsWeb allows news coverage to be increasingly “hyperlocal” Witness the rise of numerous online publications dedicated to covering only community news: Voice of San Diego, Chi-Town Daily News, MinnPost, New Haven Independent, Arizona GuardianVoice of San Diego: focuses on investigative reporting on local issues in San Diego. Maintains specific geographic focus without state or national coverage. Voice of San Diego, like many, is nonprofit corporation supported by foundations, donors, audience contributions, etc.Increasing popularity of news sites fostering amateur reporters filing pictures, stories, reports on local events: iReport, Twitter, uReportiReport: started by CNN, site contains user-generated content to tell the mainstream media about the “stories [they’re] not used to seeing”Twitter: during Mumbai terrorist attacks, information about militants and bloodshed posted in real time over Twitter News organizations experimenting with non-profit model and new business models, as revenue from traditional sources declines: Huffington Post, ProPublica, Global PostHuffington Post: over concern that layoffs at newspapers stunting investigative journalism, site announced it will collaborate with Atlantic Philanthropies to bankroll a group of investigative journalists (an initial budget of $1.75 million)ProPublica: seeing investigative journalism as being at risk (very expensive to produce), founders started non-profit organization with independent newsroom dedicated to investigative journalism (works with budget of $10 million)Global Post: focuses on international coverage. Content generated by correspondents who are paid in cash and given ownership in company—not staffers. Solicits ideas for stories from readers.“The advent of Internet and interactive web technologies has given rise to a new breed of citizen journalists, who are contributing and making news as the mainstream media.”Merinew, May 2, 2009“There is an option that might make [newspapers] stronger: Turn them into nonprofit, endowed institutions. [This] would enhance newspapers’ autonomy while shielding them from the economic forces that are now tearing them down.”New York Times, January 27,2009
  • Not organizations (or markets)Not 2-way partnerships or alliancesInformal networking (cocktail parties)
  • Top picture: “How to Improve Health for All” competitionBottom picture: “Tracking Trends and Ideas: Meeting Disaster” competition – entry: “Time to Take a Holistic View of disasters**Caption: “Indonesian children smile and cheer as U.S. Navy helicopters fly in purified water and relief supplies to a small village on the Island of Sumatra, Indonesia”
  • Determining the boundaries of the network: who is in and who is out?Communicating the value of networks: (Barr, Ocean Conservancy/ ICC)Internal organizational resistance: (Ocean Conservancy/ ICC; Habitat)Incentives not always aligned; organizations resist changeInnovators dilemmaBuilding trust:Between participants and the network leadership (Kiva,, Save Darfur Coalition) Scaling and meeting resource demands: (Kiva)Tracking and evaluating impact: (All)Letting go of control; worrying about getting “credit”
  • Work on networks over the past couple years… been trying to tease out:What does a healthy network look like?Very subjective concept, just like for us – young, old, male, femaleThat said – just like with people, does seem to be a general consensus on what healthy tends to be, and conversely what unhealthy tends to be
  • Need more chaotic picture …. Lots of people (people organizing outside of office) -- like a rally, community organizing Biological metaphor (like ant hill or honeycomb) put 2 or 3 and she’ll pick one
  • Net Effectiveness Oct 6

    1. 1. Beijing<br />Cambridge<br />Chicago<br />Delhi<br />Dubai<br />Hong Kong<br />Johannesburg<br />London<br />Los Angeles<br />Madrid<br />Manila<br />Moscow<br />Network Effectiveness: <br />An Interactive Working Session for Sexual and Reproductive Health Rights and Justice Leaders<br />October 6, 2009<br />Diana Scearce (<br />Mumbai<br />Munich<br />New York<br />Palo Alto<br />Paris<br />San Francisco<br />São Paulo<br />Seoul<br />Shanghai<br />Singapore<br />Tokyo<br />Toronto<br />This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License.<br />Zurich<br />
    2. 2. Network Basics<br />
    3. 3. Networks Are Changing the Way the World Works<br />Source for Network Graphic:<br />
    4. 4. Obama Used Networks to Mobilize 13 M Supporters<br />“One of my fundamental beliefs…is that real change comes from the bottom up. And there’s no more powerful tool for grass-roots organizing than the Internet.”<br /><ul><li>Barack Obama </li></li></ul><li>Obama Administration Experimenting with Gov. 2.0<br />“We live in an age of democratic experimentation — both in our official institutions and in the many informal ways in which the public is consulted”<br /><ul><li>James Fishkin, Stanford political scientist</li></ul>Source:; NY Times<br />
    5. 5. Twitter “Emboldened” Iranian Election Protesters <br />“If anyone had questions about the power of citizen media, those questions were answered by the Iran protests.”<br /><ul><li>HamidTehrani (Iran editor for Global Voices)</li></ul>Source: Twitter, youTube Time Magazine <br />
    6. 6. We’re Witnessing the Death of Old Models…<br />“While newspaper circulation has long been in decline, the latest figures show the drop is accelerating…Weekday circulation declined 7.1% for the six months that ended March 31, compared with the previous year.”<br /><ul><li>New York Times, April 27,2009</li></li></ul><li>…And New Models Are Emerging<br />
    7. 7. The Way Our Work Gets Done Is Changing<br />
    8. 8. Nonprofits Need to Find Ways to Scale Impact<br />Increasing Number of Nonprofits<br />More Competition for Resources<br />Many Nonprofits Not at Scale<br />82% of nonprofits operate on annual budgets of under $1 million<br />Networks are oneanswer<br />Sources: “Index of National Fundraising Performance, 2009 First Calendar Quarter Results”, Target Analytics, 2009, Alliance Trends. “The Non-Profit Sector in Brief,” National Center for Charitable Statistics, 2008.<br />
    9. 9. What are networks?<br />Groups of individuals or organizations connected through meaningful relationships.<br />
    10. 10. We’re most interested in networks with…<br />Many participants<br />Ability to self-organize <br />Fueled by new technologies<br />Source of photo:<br />
    11. 11. Networks Have Been Around for a Long Time…<br />
    12. 12. There Are New Technologies for Sharing Content…<br />…and new online spaces for building relationships<br />
    13. 13. Advances in the Science of Networks and Complexity<br />Source for Network Graphic:<br />“If someone tells you that you can influence 1,000 people, it changes your way of seeing the world.”<br /><ul><li>Dr. James Fowler </li></li></ul><li>Combined with Established Practices for Engaging Groups<br />Source for Network Graphic:<br />
    14. 14. The Result = “Working Wikily”<br />“… wikis and other social media tools are engendering a new, networked mindset—a way of working wikily—that is characterized by principles of openness, transparency, decentralized decision-making, and distributed action. &quot;<br /> - Working Wikily 2.0<br />Source for Network Graphic:<br />
    15. 15. What Do We Mean by “Working Wikily”?<br />Established Ways of Working<br />Working Wikily<br /><ul><li>Centralized
    16. 16. Firmly controlled
    17. 17. Planned
    18. 18. Proprietary
    19. 19. One-way </li></ul> communication<br /><ul><li>Decentralized
    20. 20. Loosely controlled
    21. 21. Emergent
    22. 22. Public
    23. 23. Two-way </li></ul> conversation<br />Where are you on these continuums? The answer will be different for different situations<br />
    24. 24. Working Wikily Can Address Diverse Challenges<br />Working Wikily Potential<br />Problem<br /><ul><li>Isolation
    25. 25. Unmet needs
    26. 26. Lack of power
    27. 27. Duplication and fragmentation of effort
    28. 28. Lack of shared knowledge
    29. 29. Untapped talent and wisdom
    30. 30. Suboptimal impact and challenges with growth
    31. 31. Build community
    32. 32. Engage people
    33. 33. Advocate for policy change
    34. 34. Coordinate resources and services
    35. 35. Develop and share knowledge
    36. 36. Innovate
    37. 37. Get to scale</li></li></ul><li>Build Community<br />2008:<br />22,000 Members attending each week<br />1980:<br />205 Members<br />
    38. 38. Engage People<br />2008: 400,000 Volunteers in <br />104 Countries<br />1985:<br />Single-site Effort in US<br />
    39. 39. Advocate for Policy Change <br />2008: 3.2 Million Members<br />1998: Email to<br />100 friends<br />
    40. 40. Coordinate Resources and Services<br />Total Loans<br />2009: $66 million<br />Total Loans<br />2006: $1 million<br />
    41. 41. Develop and Share Knowledge<br />14 Countries<br />1,300 Trained Volunteers<br />Interagency Program <br />Integrated Fire Management<br />
    42. 42. Innovate<br />“Open Sourcing Social Solutions”<br />Internal, Proprietary<br /> R&D Labs<br />
    43. 43. - EGYPT- <br />Get to Scale<br />…transformingcommunities through collaborations to address root causes of poverty and homelessness<br />Typical HFH country programs produce 200 houses each year<br />In Egypt, HFH builds 1,000 houses a year, on average<br />Source: Jane Wei-Skillern and Kerry Herman, “Habitat for Humanity—Egypt,” Harvard Business School Cases, October 3, 2006.<br />
    44. 44. Working Wikily Isn’t Easy…<br />Common Challenges: <br /><ul><li>Communicating the value of networks
    45. 45. Designing and catalyzing networks
    46. 46. Determining network boundaries
    47. 47. Building trust among participants
    48. 48. Participant engagement and communications
    49. 49. Managing and adapting to evolution and growth
    50. 50. Tracking and evaluating impact</li></ul>Source for Network Graphic:<br />
    51. 51. Eight Lessons We’re Learning About “Working Wikily”<br />Design your experiments around a problem to solve, not the tools<br />Experiment a lot, invest in understanding what works and what doesn’t, and make only new mistakes<br />Set appropriate expectations for time and effort required<br />Prioritize human elements like trust and fun<br />Understand your position within networksand act on this knowledge<br />Push power to the edges<br />Balance bottom-up and top-down strategies for organizing people and effort<br />Be open and transparent; share what you are doing and learning as a matter of course<br />
    52. 52. Understanding Your Network<br />Source for Network Graphic:<br />
    53. 53. How Are Networks Structured?<br />
    54. 54. Periphery<br />Cluster<br />Link<br />Node<br />Core<br />Hub<br />A Few Helpful Definitions<br />
    55. 55. Network Structures Can Take Many Forms<br />Source for Network Graphics:<br />
    56. 56. A Typology of Organizing Structures<br />Centralized<br /><ul><li>Nonprofit organizations (without explicit network structure)
    57. 57. Membership organizations (Organizations with network component)
    58. 58. Nonprofits with explicit network strategy and structure
    59. 59. Coalition / Alliance (network of organizations)
    60. 60. Networks of networks
    61. 61. Ad hoc networks</li></ul>Decentralized<br />Note: These categories often overlap. Most of the examples fit in to multiple categories.<br />Developed from: Plastrik, Taylor, “Net Gains,” (2006); Anklam, “Net Work,” (2007); Krebs, Holley. “Building Smart Communities,” (2006).Source for Network Graphics: <br />
    62. 62. Nonprofits without Explicit Network Structure<br />Good for:<br /><ul><li> Speed of execution, efficiency
    63. 63. Quality control, reliability
    64. 64. Service-delivery
    65. 65. Accountability</li></li></ul><li>Membership Organizations<br />Good for:<br /><ul><li>Engaging, mobilizing large groups
    66. 66. Fundraising
    67. 67. Question: Is the nature of membership changing?</li></li></ul><li>Good for:<br /><ul><li>Coordination of activity
    68. 68. Controlled knowledge transfer
    69. 69. Resource sharing</li></ul>Nonprofits with Explicit Network Structure (Hub-Spoke)<br />
    70. 70. Good for:<br /><ul><li>Rapid diffusion of knowledge
    71. 71. Rapid mobilization
    72. 72. Efficient access to knowledge or local relationships</li></ul>Nonprofits with Explicit Network Structure (Multi-Hub)<br />
    73. 73. Good for:<br /><ul><li>Complex coordination & co-creation
    74. 74. Contained knowledge transfer
    75. 75. Organizing around joint goals</li></ul>Coalition / Alliance <br />
    76. 76. Good for:<br /><ul><li>Innovation
    77. 77. Environment scanning
    78. 78. Movement building
    79. 79. Resilient & adaptive action</li></ul>Networks of Networks—Organizations <br />Source for Network Graphic:<br />
    80. 80. Good for:<br /><ul><li>Connecting people/ info across networks
    81. 81. Spontaneous, quick action
    82. 82. Aggregating small gifts/ actions</li></ul>Ad Hoc Networks—Individuals <br />Source for Network Graphic:<br />
    83. 83. How do movements and campaigns relate to networks?<br />Movement<br />Campaign<br />Network<br />A large, informal grouping that brings people together around shared values, provides structure and strategy for collective action, results in ‘new rules’<br />An organized effort conducted by one group, which attempts to persuade others to accept, modify, or abandon certain ideas, attitudes, practices, or behavior <br />Groups of individuals or organizations connected through meaningful relationships<br />Choose Justice:<br /> Campaign to Protect Roe<br />Pro-Choice Movement<br />Sources: Movement def’n- LokmanTsui on Marshall Ganz ( Campaign def’n- Kotter Philip, Ned Roberto and Nancy Lee. Social Marketing: Improving the Quality of Life. Movement image - Network graphics:<br />
    84. 84. Social Network Mapping: A Tool for Visualizing Your Network<br />
    85. 85. What’s Possible from Network Mapping?<br /><ul><li>Visualize the network: see connections within the system
    86. 86. Make visible network resources, and see flow of resources
    87. 87. Spark strategic conversation among participants
    88. 88. Assess the “health” of a network, diagnose
    89. 89. Assess change in network over time</li></ul>Source for Network Graphic: June Holley<br />
    90. 90. Network Mapping Can Be Simple and Low-Tech…<br />Source: June Holley<br />
    91. 91. …Or More High-Tech<br />
    92. 92. How Is Network Mapping Done?<br />Validate &DiscussResults<br />Identify<br />Next<br />Steps<br />CollectData<br />Analyze<br />Data<br />Frame the Problem<br /><ul><li>Goal
    93. 93. Problem/ Opportunity
    94. 94. Hypotheses
    95. 95. Who/Boundaries
    96. 96. Relationships/Flows
    97. 97. Demographics
    98. 98. Surveys
    99. 99. Interviews
    100. 100. Focus groups
    101. 101. Data mining
    102. 102. Specialized network mapping software helps to understand data:
    103. 103. Visually (Maps)
    104. 104. Quantitatively (Metrics)
    105. 105. Preliminary review
    106. 106. One-on-one interviews
    107. 107. Interactive feedback session
    108. 108. Formal presentation
    109. 109. Planning
    110. 110. Training
    111. 111. Organizational Changes
    112. 112. Specific interventions</li></ul>Follow up<br />Framework developed by Roberto Cremonini, Barr Foundation<br />
    113. 113. Using Network Maps to Increase Service Coordination<br />
    114. 114. <ul><li>Identified community to map; bounded the network
    115. 115. Sent out survey to collect data; entered data into software
    116. 116. Produced maps with ability to sort by inputs; gathered missing data
    117. 117. Analyzed maps to identify network development opportunities
    118. 118. Group continues to meet; on-going network coaching</li></ul>Process Used to Map the Youth Development Network<br />
    119. 119. Network by Organization Type<br />Government<br />Foundation<br />Non-Profit<br />For-Profit<br />School<br />Unknown<br />Religious<br />Other<br />Maps Were Used to Analyze the Network<br />A map of the different networks shows fairly loose connections<br />
    120. 120. Now, you’re going to map your networks<br /><ul><li>Choose which network you want to focus on
    121. 121. Clarify if it is “unbounded” or “bounded”</li></li></ul><li>Making Sense of Your Network StructureDirections:Decide what network you want to focus on today.Draw a map of your network.Reflect on the questions below.<br />What type of structure does your network most closely resemble?<br />How did you get to this structure?<br />How’s it working? Does it match your purpose?<br />How might your structure evolve / improve?<br />Source for Network Graphics:<br />
    122. 122. Characteristics of Healthy Networks<br />
    123. 123. Characteristics of Healthy Networks: Overview<br />Value<br /><ul><li>Clearly articulated give and get for participants
    124. 124. Delivers value/ outcomes to participants
    125. 125. Trust
    126. 126. Diversity
    127. 127. High engagement</li></ul>Participation<br /><ul><li>Balance of top-down and bottom-up logic
    128. 128. Space for self-organized action</li></ul>Form<br />Leadership<br /><ul><li>Embraces openness, transparency, decentralization
    129. 129. Shared leadership</li></ul>Governance<br /><ul><li>Representative of the network’s diversity
    130. 130. Transparent</li></ul>Connection<br /><ul><li>Strategic use of social media
    131. 131. Ample shared space: on-line and in-person</li></ul>Capacity<br /><ul><li>Ability surface & tap network talent
    132. 132. Model for sustainability</li></ul>Learning & Adaptation<br /><ul><li>Mechanisms for learning-capture
    133. 133. Ability to gather and act on feedback</li></ul>Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky<br />
    134. 134. Characteristics of Healthy Networks: Value<br />Value<br /><ul><li>Clearly articulated give and get for participants
    135. 135. Delivers value/ outcomes to participants</li></li></ul><li>Characteristics of Healthy Networks: Participation<br />Participation<br /><ul><li>Trust: strong relationships
    136. 136. Diversity: bridging and valuing differences
    137. 137. High level of voluntary engagement</li></li></ul><li>Characteristics of Healthy Networks: Form<br />Form<br /><ul><li>Balance of top-down and bottom-up logic
    138. 138. Space for self-organized action</li></li></ul><li><ul><li>Embraces openness, transparency, decentralization
    139. 139. Shared leadership</li></ul>Leadership<br />Characteristics of Healthy Networks: Leadership<br />
    140. 140. Arbitration Committee<br />16 as of 3/21/09<br />Stewards<br />37 as of 3/3/09<br />Bureaucrats<br />29 active as of 12/22/08<br />Administrators 1,648 as of 4/29/09<br />Registered Users<br />9,540,944 as of 4/29/09<br />Characteristics of Healthy Networks: Governance<br />Governance<br /><ul><li>Representative of the network’s diversity
    141. 141. Transparent</li></li></ul><li>Characteristics of Healthy Networks: Connection<br />Connection<br /><ul><li>Strategic use of social media</li></ul>What’s your connection to mountaintop removal?<br />
    142. 142. Characteristics of Healthy Networks: Connection<br />Connection<br /><ul><li>Ample shared space: on-line and in-person</li></li></ul><li>Characteristics of Healthy Networks: Capacity<br /><ul><li>Ability surface & tap network talent</li></ul>Capacity<br />
    143. 143. Characteristics of Healthy Networks: Capacity<br /><ul><li>Model for sustainability</li></ul>Capacity<br /><ul><li>Funder / grant driven
    144. 144. ‘Digital socialism’
    145. 145. Membership
    146. 146. ‘Freemium’
    147. 147. Free
    148. 148. Pay your way / pay as you go</li></li></ul><li>Characteristics of Healthy Networks: Learning & Adaptation<br />Learning & Adaptation<br /><ul><li>Mechanisms for learning-capture / storytelling
    149. 149. Ability to gather and act on feedback</li></li></ul><li>How healthy is your network?<br />
    150. 150. Network Leadership and Mindset<br />65<br />
    151. 151. Characteristics of Healthy Networks: Overview<br />Value<br /><ul><li>Clearly articulated give and get for participants
    152. 152. Delivers value/ outcomes to participants
    153. 153. Trust
    154. 154. Diversity
    155. 155. High engagement</li></ul>Participation<br /><ul><li>Balance of top-down and bottom-up logic
    156. 156. Space for self-organized action</li></ul>Form<br />Leadership<br /><ul><li>Embraces openness, transparency, decentralization
    157. 157. Shared leadership</li></ul>Governance<br /><ul><li>Representative of the network’s diversity
    158. 158. Transparent</li></ul>Connection<br /><ul><li>Strategic use of social media
    159. 159. Ample shared space: on-line and in-person</li></ul>Capacity<br /><ul><li>Ability surface & tap network talent
    160. 160. Model for sustainability</li></ul>Learning & Adaptation<br /><ul><li>Mechanisms for learning-capture
    161. 161. Ability to gather and act on feedback</li></ul>Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky<br />
    162. 162. The Network Mindset<br />Organization Orientation<br />Network Orientation<br />Mindset<br />Competition<br />Collaboration<br />Strategy<br />Grow the organization<br />Grow the network<br />Behaviors<br />Compete for resources<br />Protect knowledge<br />Competitive advantage<br />Hoard talent<br />Share resources<br />Open source IP<br />Develop competitors<br />Cultivate leadership<br />Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007).<br />
    163. 163. Leading with a Network Mindset<br />
    164. 164. How is Network Leadership Different?<br />Network <br />Leadership<br />Organizational <br />Leadership<br /><ul><li>Role, behavior
    165. 165. Collective
    166. 166. Facilitation
    167. 167. Emergent
    168. 168. Relational, connected
    169. 169. Bottom-up
    170. 170. Process-oriented
    171. 171. Position, authority
    172. 172. Individual
    173. 173. Control
    174. 174. Directive
    175. 175. Transactional
    176. 176. Top-down
    177. 177. Action-oriented</li></ul>What would it take for you to work more wikily?<br />
    178. 178. Network Leadership Roles<br />Organizer<br /><ul><li>Establishes value proposition(s)
    179. 179. Establishes first links to participants</li></ul>Funder<br /><ul><li>Provides initial resources for organizing the network</li></ul>Weaver<br /><ul><li>Works to increase connections among participants
    180. 180. May focus on growing the network by connecting to new participants
    181. 181. Can be multiple people with formal and informal roles</li></ul>Facilitator / Coordinator<br /><ul><li>Helps participants to undertake collective action
    182. 182. Ensures flow of information and other resources</li></ul>Technology Steward<br /><ul><li>Facilitates the network use of online technology to learn, coordinate, connect or share information together</li></ul>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)<br />
    183. 183. What is the Work of Network Leadership?<br />Convene diverse people and groups<br />Engage network participants<br />Generate cooperation and collective action<br />Broker connections and bridge difference<br />Build social capital – emphasize trust and reciprocity<br />Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)<br />Source of picture: flickr<br />
    184. 184. What is the Work of Network Leadership?<br />Nurture self-organization<br />Genuinely participate. Influence from the inside<br />Leverage technology<br />Create, preserve, and protect network ‘space’<br />Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)<br />Source of picture: flickr<br />
    185. 185. What are the characteristics and skills of an effective network leader<br /> (and leader of ‘net work’)?<br />Source for Network Graphic:<br />
    186. 186. A Few Challenges Faced by Network Leaders<br />Unlearning past behaviors and frameworks (organizational mindset) <br />Engaging and inspiring network participants without being controlling<br />Letting go of control<br />Determining network boundaries<br />Dealing with information overload <br />Making the case; measuring success<br />Learning and leveraging new technologies <br />Source of images: Cut Throat Communications,, Rutgers University RU FAIR, Kodaikanal International School, flickr<br />
    187. 187. Assessing Your Network Leadership<br /><ul><li>What is your network leadership work?
    188. 188. What are the skills and characteristics that will help you succeed?
    189. 189. Which are your strengths? Which do you need to work on?
    190. 190. What are 3 steps you can take to strengthen your network leadership? Be specific.</li></li></ul><li>Strengthening Your Network<br />76<br />
    191. 191. How Networks (Often) Progress and Evolve<br />1.<br />2.<br />Hub and Spoke<br />Scattered Clusters<br />3.<br />4.<br />Multi-Hub Small World<br />Core Periphery<br />Source: Valdis Krebs and June Holley, “Building Smart Communities through Network Weaving,” (2006). Source for Network Graphics:<br />
    192. 192. A Few Strategies for Strengthening Your Network<br />Close triangles<br />Nurture quality connections<br />Bridge difference<br />Support overlapping projects <br />Map the network<br />Grow and engage the periphery<br />Source: Adapted from June Holley, Source for Network Graphic:<br />
    193. 193. The Green and Healthy Building Network: 2005<br />Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe<br />
    194. 194. Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe<br />The Green and Healthy Building Network: 2007<br />