Network Effectiveness Presentation: Packard Working Session, May 27

Beijing Cambridge Chicago Delhi Dubai Hong Kong Johannesburg London Network Effectiveness: Los Angeles Madrid An Interactive Working Session for Packard Manila Moscow Foundation Grantees Mumbai Munich May 27, 2009 New York Palo Alto Paris Heather Grant San Francisco heather_grant@monitor.com São Paulo Diana Scearce Seoul diana_scearce@monitor.com Shanghai Singapore Tokyo Toronto Zurich This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License. 1

Network Basics 2

Networks Are Changing the Way the World Works Source for Network Graphic: orgnet.com 3

Obama Used Networks to Mobilize 13 M Supporters “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.” – Barack Obama 4

10K+ Activists Protested Elections in Moldova “…six people, 10 minutes for brainstorming and decision-making, several hours of disseminating information through networks, Facebook, blogs, SMSs and e-mail.” –Natalia Morar, ThinkMoldova 5

We’re Witnessing the Death of Old Models… “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.” – New York Times, April 27,2009 6

…And New Models Are Emerging 7

As a Result, the Way Our Work Gets Done Is Changing 8

Many Nonprofits Need to Find Ways to Leverage Networks Increasing Number of Nonprofits More Competition for Resources Many Nonprofits Not at Scale (82% of nonprofits operate on annual budgets of under $1 million) Networks are one answer for increasing efficiency and impact Source: “The Non-Profit Sector in Brief,” National Center for Charitable Statistics, 2008. 9

What Do We Mean by Networks? • Groups of individuals or organizations • Connected around a common purpose • Lots of participants • Ability to self-organize • Fueled by new technologies Source for Network Graphic: orgnet.com 10

Networks Have Been Around for a Long Time… 11

There Are New Technologies for Sharing Content… …and new online spaces for building relationships 12

Advances in the Science of Networks and Complexity Source for Network Graphic: orgnet.com 13

Combined with Established Practices for Engaging Groups Source for Network Graphic: orgnet.com 14

The Result = “Working Wikily” “… 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; - Working Wikily 2.0 Source for Network Graphic: orgnet.com 15

What Do We Mean by “Working Wikily”? Established Ways of Working Wikily Working  Centralized  Decentralized  Firmly controlled  Loosely controlled  Planned  Emergent  Proprietary  Public  One-way  Two-way communication conversation Where are you on these continuums? The answer will be different for different situations 16

Working Wikily Can Address Diverse Challenges Problem Working Wikily Potential  Isolation  Build community  Unmet needs  Engage people  Lack of power  Advocate for policy change  Duplication and fragmentation of  Coordinate resources and services effort  Lack of shared knowledge  Develop and share knowledge  Untapped talent and wisdom  Innovate  Suboptimal impact and  Get to scale challenges with growth 17

Build Community 1980: 2008: 205 Members 22,000 Members attending each week 18

Engage People 1985: 2008: 400,000 Single-site Effort Volunteers in in US 104 Countries 19

Advocate for Policy Change 1998: Email to 2008: 3.2 Million 100 friends Members 20

Coordinate Resources and Services Total Loans Total Loans 2006: $1 million 2009: $66 million 21

Develop and Share Knowledge 14 Countries 1,300 Trained Volunteers Interagency Program Integrated Fire Management 22

Innovate Internal, “Open Sourcing Proprietary Social R&D Labs Solutions” 23

Get to Scale - EGYPT- …transforming communities through collaborations to address root causes of poverty and homelessness Typical HFH country In Egypt, HFH builds 1,000 programs produce 200 houses a year, on houses each year average Source: Jane Wei-Skillern and Kerry Herman, “Habitat for Humanity—Egypt,” Harvard Business School Cases, October 3, 2006. 24

Working Wikily Isn’t Easy… Common Challenges Faced by Network Leaders:  Communicating the value of networks  Designing and catalyzing networks  Determining network boundaries  Building trust among participants  Participant engagement and communications  Managing and adapting to evolution and growth  Tracking and evaluating impact  Letting go of control Source for Network Graphic: orgnet.com 25

Eight Lessons We’re Learning About “Working Wikily” 1. Design your experiments around a problem to solve, not the tools 2. Experiment a lot, invest in understanding what works and what doesn’t, and make only new mistakes 3. Set appropriate expectations for time and effort required 4. Prioritize human elements like trust and fun 5. Understand your position within networks and act on this knowledge 6. Push power to the edges 7. Balance bottom-up and top-down strategies for organizing people and effort 8. Be open and transparent; share what you are doing and learning as a matter of course 26

Understanding Your Network Source for Network Graphic: orgnet.com 27

How Are Networks Structured? 28

A Few Helpful Definitions Cluster Periphery Core Hub Link Node 29

Network Structures Can Take Many Forms Source for Network Graphics: orgnet.com 30

A Typology of Organizing Structures Centralized  Nonprofit organizations (without explicit network structure)  Membership organizations (Organizations with network component)  Nonprofits with explicit network strategy and structure  Coalition / Alliance (network of organizations)  Networks of networks  Ad hoc networks Decentralized Note: These categories often overlap. Most of the examples fit in to multiple categories. Developed from: Plastrik, Taylor, “Net Gains,” (2006); Anklam, “Net Work,” (2007); Krebs, Holley. “Building Smart Communities,” (2006).Source for Network Graphics: orgnet.com 31

Nonprofits without Explicit Network Structure Good for: • Speed of execution, efficiency • Quality control, reliability • Service-delivery • Accountability 32

Membership Organizations Good for:  Engaging, mobilizing large groups  Fundraising  Question: Is the nature of membership changing? 33

Nonprofits with Explicit Network Structure (Hub-Spoke) Good for:  Coordination of activity  Controlled knowledge transfer  Resource sharing 34

Nonprofits with Explicit Network Structure (Multi-Hub) Good for:  Rapid diffusion of knowledge  Rapid mobilization  Efficient access to knowledge or local relationships 35

Coalition / Alliance Good for:  Complex coordination & co- creation  Contained knowledge transfer  Organizing around joint goals 36

Networks of Networks—Organizations Good for:  Innovation  Environment scanning  Movement building  Resilient & adaptive action Source for Network Graphic: orgnet.com 37

Ad Hoc Networks—Individuals Good for:  Connecting people/ info across networks  Spontaneous, quick action  Aggregating small gifts/ actions Source for Network Graphic: orgnet.com 38

Social Network Mapping: A Tool for Visualizing Your Network 39

What’s Possible from Network Mapping?  Visualize the network: see connections within the system  Make visible network resources, and see flow of resources  Spark a conversation among participants  Assess the “health” of a network, diagnose  Assess change in network over time Source for Network Graphic: June Holley 40

Network Mapping Can Be Simple and Low-Tech… Source: June Holley 41

…Or More High-Tech 42

How Is Network Mapping Done? Frame Validate & Identify Collect Analyze the Discuss Next Data Data Problem Results Steps • Goal • Surveys • Specialized • Preliminary • Planning • Problem/ • Interviews network review • Training Opportunity • Focus groups mapping • One-on-one • Organizational • Hypotheses • Data mining software helps interviews Changes • Who/ to understand • Interactive • Specific Boundaries data: feedback interventions • Relationships/ • Visually (Maps) session Flows • Quantitatively • Formal • Demographics (Metrics) presentation Follow up Framework developed by Roberto Cremonini, Barr Foundation 43

Using Network Maps to Increase Service Coordination 44

Process Used to Map the Youth Development Network  Identified community to map; bounded the network  Sent out survey to collect data; entered data into software  Produced maps with ability to sort by inputs; gathered missing data  Analyzed maps to identify network development opportunities  Group continues to meet; on-going network coaching 45

Maps Were Used to Analyze the Network A map of the different networks shows fairly loose connections Network by Organization Type Government Foundation Non-Profit For-Profit School Unknown Religious Other 46

Now, you’re going to map your networks  Choose which network you want to focus on  Clarify if it is “unbounded” or “bounded” 47

Making Sense of Your Network Structure Directions: Decide what network you want to focus on today. Draw a map of your network. Reflect on the questions below. 1. What type of structure does your network most closely resemble? 2. How did you get to this structure? 3. How’s it working? Does it match your purpose? 4. How might your structure evolve / improve? Source for Network Graphics: orgnet.com 48

Network Diagnosis: Characteristics of Healthy Networks 49

Characteristics of Healthy Networks: Overview  Clearly articulated purpose Purpose  Delivers value/ outcomes to members  Trust Participation  Diversity  High engagement Strategy and  Balance of top-down and bottom-up logic Structure  Space for self-organized action  Leadership with “network mindset” Leadership  Distributed leadership  Governance by a group representative of the network’s diversity Governance  Openness Communications &  Strategic IT Technology  Ample shared space: on-line and in-person Resource  Ability surface network talent Management  Ability to tap excess capacity  Learning-capture Assessment  Ability to gather and act on feedback Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky 50

Characteristics of Healthy Networks: Purpose  Clearly articulated purpose Purpose  Delivers value / outcomes to members 51

Characteristics of Healthy Networks: Participation  Trust: strong relationships Participation  Diversity: bridging and valuing differences  High level of voluntary engagement 52

Characteristics of Healthy Networks: Strategy, Structure Strategy and  Balance of top-down and bottom-up logic Structure  Space for self-organized action 53

Characteristics of Healthy Networks: Leadership  Leadership with “network mindset” (e.g., opportunity seeking, Leadership facilitative, shares responsibility, connector)  Distributed leadership “Oppenheimer [the founder] was eager to help [other potential interactive museums] beg, borrow, and steal his ideas.” Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007). 54

Characteristics of Healthy Networks: Governance  Governance by a group representative of network’s diversity Governance  Openness to new ideas and new participation Arbitration Committee 16 as of 3/21/09 Stewards 37 as of 3/3/09 Bureaucrats 29 active as of 12/22/08 Administrators 1,648 as of 4/29/09 Registered Users 9,540,944 as of 4/29/09 55

Characteristics of Healthy Networks: Communications, IT Communications  Strategic IT & Technology  Ample space: on-line and in-person What’s your connection to mountaintop removal? 56

Characteristics of Healthy Networks: Communications, IT Communications  Strategic IT & Technology  Ample shared space: on-line and in-person 57

Characteristics of Healthy Networks: Resource Mgt. Resource  Ability to surface network talent Management  Ability to tap excess capacity – talent, access, money 58

Characteristics of Healthy Networks: Assessment  Mechanisms for learning-capture / storytelling Assessment  Ability to gather and act on feedback Hawaii Island Success: Youth have the capacity to malama the next generation Goal: All youth are surrounded Goal: Youth are part of and Goal: Youth have expanded Goal: Youth are prepared for by effective, integrated contribute to a thriving community opportunities for family sustaining meaningful work, higher community and relationship work/occupation education and/or traditional based support they can count on practices Action: All Action: Youth Action: Youth Action: Adults are Action: Public and Action: Efforts are Action: Action: systems serving receive support create responsible to private sectors made to diversify Teachers Teachers have youth exert a from parents and opportunities to malama the collaborate to the economy in create an the necessary positive and other caring belong, learn new process of growth create high Hawaii environment in training and strengthening adults skills, grow, lead, by being easily demand sectors their resources to influence on receive support, accessible and where job classrooms allow kids to youth and their participate in modeling these numbers, wages where kids can succeed families decision making positive behaviors and advancement succeed and contribute to opportunities are Action: Ensure civic life increasing Action: multiple Action: Community organizations opportunities actively work with community members Teachers have Action: Youth Action: Youth Action: Youth obtain help to develop training & and diverse to find and engage disconnected youth have the capacity create and avenues to in hopes of continuing a positive financial literacy, manage money and mentors that for commitment convey positive build assets allow them to acquire relationship and self discipline images of academic, become themselves effective vocational, social, life and resiliency skills Indicator: % of Indicator: % of Indicator: % of Indicator: High Indicator: Youth Indicator: Indicator: Indicator: youth reporting youth with at youth who level of employment in Increase in Number of Teachers close least 1 adult volunteer or interaction high growth youth teachers with with family neighborhood they can turn to mentor between school sectors and employment and classroom supporting ties for and community geographies average salaries competence wages support/advise members Indicator: Indicator: % Indicator: Number of youth Indicator: # of Indicator: New students who Youth with Indicator: % Indicator: % of who age out of new businesses jobs created by meet and exceed basic literacy parents who youth reporting foster care in sustainable sector and expectation in 3rd and numeric actively close family ties annually with agriculture, geography Grade skills participate in employment, renewable public school housing or energy, green Indicator: % of schooling architecture Indicator: # of high school public/private Indicator: Good students going partnerships in teachers and to college new industries principals with 5+ and/or trade years exp. In apprenticeship same school Work in Progress 2 59

How healthy is your network? 60

Network Communications 61 61

Network Leadership and Mindset 62 62

Characteristics of Healthy Networks: Leadership  Leadership with “network mindset” (e.g., opportunity seeking, Leadership facilitative, shares responsibility, connector)  Distributed leadership “Oppenheimer [the founder] was eager to help [other potential interactive museums] beg, borrow, and steal his ideas.” Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007). 64

The Network Mindset Organization Orientation Network Orientation Mindset Competition Collaboration Strategy Grow the organization Grow the network Compete for resources Share resources Protect knowledge Open source IP Behaviors Competitive advantage Develop competitors Hoard talent Cultivate leadership Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007). Source: Forces for Good by Heather McLeod Grant and Leslie R. Crutchfield (2007) 65

Network Leadership Roles Network Leadership could be one person doing many things, or many people each doing one thing.  Establishes purpose and value propositions Organizer  Establishes first links to participants Funder  Provides initial resources for organizing the network Weaver  Works to increase connections among participants  May focus on growing the network by connecting to new participants Facilitator  Helps network participants negotiate collective action plans  Helps participants to undertake collective action Coordinator  Ensures flow of information and other resources Coach  Advises organizers, weavers, facilitators, and coordinators Steward  Informally helps to build the network without a formal role Source: Peter Plastrik and Madeleine Taylor, “Net Gains: a Handbook for Network Builders Seeking Social Change.” (2006) Source: Building the Field of Dreams by Stephanie Lowell (2007) 66

Tasks of Network Leadership: What Network Leaders Do Building and Developing the Network Connecting Capacity Building/ Members Coaching Allocating Catalyzing Resources Action Building Communicating Consensus Managing Facilitating Technology Process Helpful Sources: Peter Plastrik and Madeleine Taylor, “Net Gains: a Handbook for Network Builders Seeking Social Change.” (2006) and June Holley, “Network Weaver Checklist,” (2006). 67

Competencies of Network Leadership • People oriented / natural connector • Comfortable with ambiguity • Humility / low ego • Systems thinking / see patterns • Ability to identify talents in others • Skilled at group processes / facilitation (good listening) • Conflict resolution skills • Comfort with technology • Adaptive • Seeks opportunity to share and spread responsibility Source: Building the Field of Dreams by Stephanie Lowell (2007) 68

Working Wikily Isn’t Easy… Challenges Faced by Individuals / Network Leaders:  Unlearning past behaviors and frameworks (organizational mindset)  Letting go of control  Managing time and network expectations  Setting boundaries around work  Dealing with information overload  Learning and leveraging new technologies  Measuring your success Source for Network Graphic: orgnet.com 69

Network Weaver Checklist  What did you learn? Where did score yourself hi/ low?  What are your priority goals for development?  What are three tangible things you can do to strengthen your network leadership?  What would help you achieve these goals?  Is there a correlation between network / leadership diagnostics? Source for Network Graphic: orgnet.com 70

Strengthening Your Network 71 71

How Networks Progress and Evolve 1. Scattered Clusters 2. Hub and Spoke 3. Multi-Hub Small World 4. Core Periphery Source: Valdis Krebs and June Holley, “Building Smart Communities through Network Weaving,” (2006). Source for Network Graphics: orgnet.com. 73

A Few Strategies for Strengthening Your Network Nurture quality connections so projects can be high risk & high impact Bridge difference. Connect people and ideas that normally don’t go together Support overlapping projects or collaborations, many very small, initiated by many Map the network in order to visualize structure, diagnose strengths and weaknesses, and identify strategies for growing the network Grow and engage periphery to bring in new resources and innovation Source: Adapted from June Holley, www.networkweaving.com. Source for Network Graphic: orgnet.com 74

The Green and Healthy Building Network: 2005 Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe 75

The Green and Healthy Building Network: 2007 Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe 76

http://workingwikily.net	189
http://74.125.113.132	1
http://www.slideshare.net	1

Network Effectiveness Presentation: Packard Working Session, May 27

by guest504cd on Jun 04, 2009

Accessibility

Categories

Upload Details

Usage Rights

3 Embeds 191

Statistics

Network Effectiveness Presentation: Packard Working Session, May 27 — Presentation Transcript