BeijingCambridgeChicagoDelhiDubaiHong KongJohannesburgLondonLos AngelesMadridManilaSocial Change with a Network MindsetStanford Nonprofit Management Institute Oct. 7, 2009Heather McLeod Grantheather_grant@monitor.comMoscowMumbaiMunichNew YorkPalo AltoParisSan FranciscoSão PauloSeoulShanghaiSingaporeTokyoTorontoThis work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License.Zurich

Who is the Monitor Institute?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 incubatorof new approaches. We work with clients and partners to test and prove new models for social impact.

How can Networks Accelerate Social Impact?In partnership with the David & Lucile Packard Foundation, Monitor Institute explored the role of social networks and social media in the non-profit sector

Theory: Building Our Knowledge (IP)Convened ExpertsScanned LiteratureScanning EnvironmentNetwork Resources InventoryCase Study ResearchToolsandTrainingBlog

Action: Pilot ProjectsEcosystem-Based Management (EBM) NetworksNitrogen WikiMapping Networks in SalinasNetwork Effectiveness (ONE) SupportFarm Bill Network Mapping

Monitor Institute’s Network PracticePublications: “Working Wikily 2.0”Knowledge BuildingBlog: workingwikily.netMembership Organizations ResearchCapacity Building & CoPsNet Effectiveness Working Sessions Network of Network Funders COPClient ServiceIntegration of Net Effectiveness into TMI toolkitProjects with Monitor Institute clients

Objectives for Today’s PresentationShare network frameworks and tools that we’ve developedUse brief “case studies” to illustrate network approachesHelp you be more effective in your networks

What are Networks?Groups of individuals or organizations connected through meaningful relationships.

We’re most Interested in Networks With…Many participantsAbility to self-organize Fueled by new technologiesCollaborative mindset and behaviorsSource of photo: http://www.midnightpoutine.ca/archives/flashmob1.jpg

Networks Have Been Around Forever…

New Technologies for Sharing Content……New Online Spaces for Building Relationships

Advances in Our Understanding of Networks…“If someone tells you that you can influence 1,000 people, it changes your way of seeing the world.”Dr. James Fowler

Dr. James Fowler

…Combined with Established Group Processes

“Working Wikily” = With a Network Mindset“… 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. " - Working Wikily 2.0

What Do We Mean by “Working Wikily”?Established Ways of WorkingWorking WikilyDecentralizedLoosely controlledEmergentOpen, sharedRelationalTwo-way conversationsCentralizedFirmly controlledPlannedProprietaryTransactionalOne-way communicationsWhere are you? The answer will be different for different situations

Decentralized

Loosely controlled

Emergent

Open, shared

Relational

Two-way

Centralized

Firmly controlled

Planned

Proprietary

Transactional

One-way

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

Barack Obama

His Administration is Experimenting with Gov. 2.0“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”James Fishkin, Stanford political scientistSource: Whitehouse.gov; NY Times

James Fishkin, Stanford political scientist

250K Individuals Coordinated Protests “Ordinary folks are using the power of the Internet to organize. In the old days, organizing large groups of people required an organization. Now people can coordinate themselves.”Wall Street Journal, April 15, 2009

Wall Street Journal, April 15, 2009

Twitter “Emboldened” Iranian Election Protesters “If anyone had questions about the power of citizen media, those questions were answered by the Iran protests.”HamidTehrani (Iran editor for Global Voices)Source: ethanzuckerman.com/blog Twitter, youTube Time Magazine

HamidTehrani (Iran editor for Global Voices)

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

New York Times, April 27,2009

…And New Models Are Emerging

The Way Our Work Gets Done Is Changing

Nonprofits Need to Find Ways to Work WikilyIncreasing Number of NonprofitsMany Nonprofits Not at ScaleMore Competition for Resources82% of Nonprofits operate on less than $1M in budgetCenter for Nonprofits ‘07Networks are one answer for increasing scale, efficiency, coordination, and impactSource: “Index of National Fundraising Performance, 2009 First Calendar Quarter Results”, Target Analytics, 2009, Alliance Trends

Center for Nonprofits ‘07

Networks Can Address Diverse ChallengesWorking Wikily PotentialProblemIsolation Unmet needs Lack of powerDuplication and fragmentation of effortLack of shared knowledgeUntapped talent and wisdomSuboptimal impact and challenges with growthBuild communityEngage peopleAdvocate for policy changeCoordinate resources and servicesDevelop and share knowledgeInnovate Get to scale

Isolation

Unmet needs

Lack of power

Duplication and fragmentation of effort

Lack of shared knowledge

Untapped talent and wisdom

Suboptimal impact and challenges with growth

Build community

Engage people

Advocate for policy change

Coordinate resources and services

Develop and share knowledge

Innovate

Get to scale

Build Community2008:162 Countries400,000 Ministers / Priests1980:205 Members

Engage People2008: 400,000 Volunteers in 104 Countries1985:Single-site Effort in US

Advocate for Policy Change 2009: 5+ Million Members1998: Email to100 friends

Coordinate Resources and ServicesTotal Loans2009: $66 millionTotal Loans2006: $1 million

Develop and Share Knowledge14 Countries1,300 Trained VolunteersInteragency Program Integrated Fire Management

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

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

Quick Conversations ExerciseTurn to your neighbor and share:A personal network I’m part of and purpose. . .A network I’ve worked with professionally. . . My biggest questions are…Source: June Holley

Understanding NetworksSource: orgnet

A Typology of Organizing StructuresCentralizedNonprofit organizations (withoutnetwork structure)Membership organizationsNonprofits with explicit network structureCoalition / AllianceNetworks of networksAd hoc networksDecentralizedNote: These categories often overlap. Most of the examples fit in to multiple categories.Developed from: Plastrik and Taylor, “Net Gains,” (2006); Patti Anklam, “Net Work,” (2007); Krebs and Holley. “Building Smart Communities,” (2006).Source: orgnet

Nonprofit organizations (withoutnetwork structure)

Membership organizations

Nonprofits with explicit network structure

Coalition / Alliance

Networks of networks

Ad hoc networks

How Do Movements and Campaigns Relate to Networks?MovementCampaignNetworkA large, informal grouping that brings people together around shared values, and provides strategy and structure for collective actionAn organized effort which attempts to persuade others to change certain ideas, attitudes, practices, or behavior Groups of individuals or organizations connected through meaningful relationshipsChoose Justice: Campaign to Protect RoePro-Choice MovementSources: Movement def’n- LokmanTsui on Marshall Ganz (www.lokman.org). Campaign def’n- Kotter Philip, Ned Roberto and Nancy Lee. Social Marketing: Improving the Quality of Life. Movement image - commondreams.org. Network graphics: orgnet.com

PeripheryClusterLinkNodeCoreHubA Few Helpful DefinitionsSource: Monitor Institute

Social Network AnalysisSociogramsAnthropologists in 30sSociologists & Teachers in the 50sSource: June Holley

Anthropologists in 30s

Sociologists & Teachers in the 50s

Network Mapping can be Low-Tech…Source: June Holley

…Or More High-Tech

What’s Possible from Network Analysis?Visualize the network: see connectionsMake visible network resources, flowSpark a conversation among participantsDiagnose the “health” of a networkAssess change in network over timeSource: June Holley

Visualize the network: see connections

Make visible network resources, flow

Spark a conversation among participants

Diagnose the “health” of a network

Assess change in network over time

Salinas Network Mapping Pilot

Network by Organization TypeGovernmentFoundationNon-ProfitFor-ProfitSchoolUnknownReligiousOtherMaps Were Used to Analyze the NetworkA map of the different networks shows fairly loose connections

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

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

Network Diagnosis:Characteristics of Healthy Networks

Characteristics of Healthy Networks: OverviewValueClearly articulated give and get for participantsDelivers value/ outcomes to participantsTrustDiversityHigh engagementParticipationFormBalance of top-down and bottom-up logicSpace for self-organized actionLeadershipLeadership with “network mindset”Distributed leadershipConnectionStrategic communicationsAmple shared space: on-line and in-personCapacityAbility surface & tap network talentModel for sustainabilityLearning & AdaptationLearning-captureAbility to gather and act on feedbackHelpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky

Clearly articulated give and get for participants

Delivers value/ outcomes to participants

Trust

Diversity

High engagement

Balance of top-down and bottom-up logic

Space for self-organized action

Leadership with “network mindset”

Distributed leadership

Strategic communications

Ample shared space: on-line and in-person

Ability surface & tap network talent

Model for sustainability

Learning-capture

Ability to gather and act on feedback

Leading with a Network Mindset

How is Network Leadership Different?Network LeadershipOrganizational LeadershipRole, behaviorCollectiveFacilitationEmergentRelational, connectedBottom-upProcess-orientedPosition, authorityIndividualControlDirectiveTransactionalTop-downAction-orientedWhat would it take for you to work more wikily?

Role, behavior

Collective

Facilitation

Emergent

Relational, connected

Bottom-up

Process-oriented

Position, authority

Individual

Control

Directive

Transactional

Top-down

Action-oriented

Network Leadership RolesOrganizerEstablishes value proposition(s)Establishes first links to participantsFunderProvides initial resources for organizing the networkWeaverWorks to increase connections among participantsMay focus on growing the network by connecting to new participantsCan be multiple people with formal and informal rolesFacilitator / CoordinatorHelps participants to undertake collective actionEnsures flow of information and other resourcesTechnology StewardFacilitates the network use of online technology to learn, coordinate, connect or share information togetherSources: 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)

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

Helps participants to undertake collective action

Ensures flow of information and other resources

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

What is the Work of Network Leadership?Convene diverse people and groupsEngage network participantsGenerate collective actionBroker connections and bridge differenceBuild social capital – emphasize trustNurture self-organizationGenuinely participateLeverage technologyCreate, 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)Source of picture: flickr

A Few Challenges Faced by Network LeadersUnlearning past behaviors and frameworksEngaging and inspiring network participantsLetting go of controlDetermining network boundariesDealing with information overload Making the case; measuring successLearning and leveraging new technologies Source of images: Cut Throat Communications, Blog.com, Rutgers University RU FAIR, Kodaikanal International School, flickr

Quick Conversations ExerciseTurn to your neighbor and share:Would any of these tools be valuable to help you understand your networks?How might you contribute to developing or leading a network?What are the barriers to working more wikily?

How Can you Begin to Make the Shift?Established Ways of WorkingWorking WikilyDecentralizedLoosely controlledEmergentOpen, sharedRelationalTwo-way conversationsCentralizedFirmly controlledPlannedProprietaryTransactionalOne-way communicationsWhat would it take for you to work more wikily?

Decentralized

Loosely controlled

Emergent

Open, shared

Relational

Two-way

Centralized

Firmly controlled

Planned

Proprietary

Transactional

One-way

Eight Lessons We’re LearningDesign your experiments around a problem, not the toolsExperiment a lot, make only new mistakesSet appropriate expectations for time and effort requiredPrioritize human elements like trust and funUnderstand your position within networksPush power to the edgesBalance bottom-up and top-down strategiesBe open and transparent

So, Whether You’re Launching New Networks…Mom’s rising is new organization designed using network principles: open, flat, flexible, collaborative, adaptive, fast

…or Transforming Old Organizations…AJLI: an older organization using network principles to transform itself

The Choice is YoursBoardExecutiveDirectorVPVPVPManagerManagerManagerManagerManagerManagerManagerManagerMEMBERS

Thank You!Additional Resources:Networks Resources page on blogBarr FoundationIISC - collaborationLeadership Learning CommunityThinkers: Clay Shirky, Marshall Ganz, Peter Plastrik & Madeline Taylor, Bill Trainer, June Holley, Marty Kearns, etc.Beth’s Blog www.beth@typepad.orgWeAreMedia trainingN-Ten, TechSoup, Net-SquaredCase FoundationNew Organizing InstitutePersonal Democracy ForumBlog (twitter): www.workingwikily.netStanford ContinuingStudies, Winter ’10Website:www.monitorinstitute.com