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Working Wikily SSIR Presentation Working Wikily SSIR Presentation Presentation Transcript

  • Beijing
 Cambridge
 Chicago
 Delhi
 Dubai
 Hong Kong
 Johannesburg
 London
 Los Angeles
 Madrid
 Social Change with a Network Mindset Manila
 Moscow
 Mumbai
 Munich
 Stanford Nonprofit Management Institute New York
 Oct. 7, 2009 Palo Alto
 Paris
 San Francisco
 Heather McLeod Grant São Paulo
 heather_grant@monitor.com Seoul
 Shanghai
 Singapore
 Tokyo
 Toronto
 Zurich
 This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License. 1

  • Who
is
the
Monitor
Ins-tute?
 We are… part consulting part incubator of part think tank, firm, drawing on the new approaches. We analyzing and talents of our own work with clients and anticipating important dedicated team and the partners to test and shifts in the rapidly resources of the global prove new models for changing context that professional services firm, social impact. leaders must navigate. Monitor Group. 2

  • 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 3

  • Theory:
Building
Our
Knowledge
(IP)
 Scanne d Literatu re Tools and Training 4

  • Ac-on:
Pilot
Projects
 Ecosystem-Based Management Nitrogen (EBM) Networks Wiki Farm Bill Network Mapping Networks Network Effectiveness (ONE) in Salinas Mapping Support 5

  • Monitor
Ins-tute’s
Network
Prac-ce
 Publications: “Working Wikily 2.0” Knowledge Blog: workingwikily.net Building Membership Organizations Research Capacity Net Effectiveness Working Sessions Building & CoPs Network of Network Funders COP Integration of Net Effectiveness into TMI toolkit Client Service Projects with Monitor Institute clients 6

  • Objec-ves
for
Today’s
Presenta-on
 –  Share network frameworks and tools that we’ve developed –  Use brief “case studies” to illustrate network approaches –  Help you be more effective in your networks 7

  • What
are
Networks? 
 Groups
of
individuals
or
organiza1ons
 connected
through
meaningful
rela1onships.
 8

  • We’re
most
Interested
in
Networks
With…
 •  Many participants •  Ability to self-organize •  Fueled by new technologies •  Collaborative mindset and behaviors Source of photo: http://www.midnightpoutine.ca/archives/flashmob1.jpg 9

  • Networks
Have
Been
Around
Forever…
 10

  • New
Technologies
for
Sharing
Content…
 …New
Online
Spaces
for
Building
Rela-onships
 11

  • 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.” –  r. James D Fowler 12

  • …Combined
with
Established
Group
Processes
 13

  • “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 14

  • What
Do
We
Mean
by
“Working
Wikily”?
 Established Ways of Working
Wikily
 Working  Centralized  Decentralized  Firmly controlled  Loosely controlled  Planned  Emergent  Proprietary  Open, shared  Transactional  Relational  One-way  Two-way communications conversations Where are you? The answer will be different for different situations 15

  • 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 16

  • His
Administra-on
is
Experimen-ng
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” –  ames Fishkin, Stanford political scientist J Source: Whitehouse.gov; NY Times 17

  • 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 18

  • Twi^er
“Emboldened”
Iranian
Elec-on
Protesters

 “If anyone had questions about the power of citizen media, those questions were answered by the Iran protests.” –  amid Tehrani (Iran editor for Global H Voices) Source: ethanzuckerman.com/blog Twitter, youTube Time Magazine 19

  • 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 20

  • …And
New
Models
Are
Emerging
 21

  • The
Way
Our
Work
Gets
Done
Is
Changing
 22

  • Nonprofits
Need
to
Find
Ways
to
Work
Wikily
 Increasing
Number
of
 Many
Nonprofits
Not
at
 More
Compe--on
for
 Nonprofits
 Scale
 Resources
 82% of Nonprofits operate on less than $1M in budget – Center for Nonprofits ‘07 Networks are one answer for increasing scale, efficiency, coordination, and impact Source: “Index of National Fundraising Performance, 2009 First Calendar Quarter Results”, Target Analytics, 2009, Alliance Trends 23

  • Networks
Can
Address
Diverse
Challenges
 Problem Working
Wikily
Poten-al
   Isola1on

   Build
community
   Unmet
needs

   Engage
people
   Lack
of
power
   Advocate
for
policy
change
   Duplica1on
and
fragmenta1on
of
   Coordinate
resources
and
services
 effort
   Lack
of
shared
knowledge
   Develop
and
share
knowledge
   Untapped
talent
and
wisdom
   Innovate

   Subop1mal
impact
and
   Get
to
scale
 challenges
with
growth
 24

  • Build
Community
 2008: 1980: 162 Countries 205 Members 400,000 Ministers / Priests 25

  • Engage
People
 1985: 2008: 400,000 Single-site Volunteers in Effort in US 104 Countries 26

  • Advocate
for
Policy
Change

 1998: Email to 2009: 5+ Million 100 friends Members 27

  • Coordinate
Resources
and
Services
 Total Loans Total Loans 2006: $1 million 2009: $66 million 28

  • Develop
and
Share
Knowledge
 14 Countries 1,300 Trained Volunteers Interagency Program Integrated Fire Management 29

  • Innovate
 Internal, “Open Sourcing Proprietary Social R&D Labs Solutions” 30

  • Get
to
Scale
 ‐
EGYPT‐

 …transforming
 communi-es
through
 collabora1ons
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. 31

  • Quick
Conversa-ons
Exercise
 Turn
to
your
neighbor
and
share:
 –  A
personal
network
I’m
part
of
and
purpose.
.
.
 –  A
network
I’ve
worked
with
professionally.
.
.

 –  My
biggest
ques1ons
are…
 Source: June Holley 32

  • Understanding
Networks
 Source: orgnet 33

  • A
Typology
of
Organizing
Structures
 Centralized  Nonprofit organizations (without network structure)  Membership organizations  Nonprofits with explicit network structure  Coalition / Alliance  Networks of networks  Ad hoc networks Decentralized Note: 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 34

  • How
Do
Movements
and
Campaigns
Relate
to
Networks?
 Movement Campaign Network A large, informal grouping that An organized effort which Groups of individuals or brings people together around attempts to persuade others to organizations connected shared values, and provides change certain ideas, attitudes, through meaningful strategy and structure for practices, or behavior relationships collective action Choose Justice: Pro-Choice Movement Campaign to Protect Roe Sources: Movement def’n- Lokman Tsui 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 35

  • A
Few
Helpful
Defini-ons
 Cluster Periphery
 Core Hub Link Node Source: Monitor Institute 36

  • Social
Network
Analysis
 Sociograms   Anthropologists in 30s   Sociologists & Teachers in the 50s Source: June Holley 37

  • Network
Mapping
can
be
Low‐Tech…
 Source: June Holley 38

  • …Or
More
High‐Tech
 39

  • What’s
Possible
from
Network
Analysis?
   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 Source: June Holley 40

  • Salinas
Network
Mapping
Pilot
 41

  • 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 42

  • Barr’s
Green
and
Healthy
Building
Network:
2005
 Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe 43

  • The
Green
and
Healthy
Building
Network:
2007
 Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe 44

  • Network
Diagnosis:
 Characteris-cs
of
Healthy
Networks
 45

  • Characteris-cs
of
Healthy
Networks:
Overview
   Clearly articulated give and get for participants Value   Delivers value/ outcomes to participants   Trust   Diversity Participation   High engagement   Balance of top-down and bottom-up logic Form   Space for self-organized action   Leadership with “network mindset” Leadership   Distributed leadership   Strategic communications Connection   Ample shared space: on-line and in-person   Ability surface & tap network talent Capacity   Model for sustainability Learning &   Learning-capture Adaptation   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 46

  • Leading
with
a
Network
Mindset
 47

  • How
is
Network
Leadership
Different?
  Position, authority  Role, behavior  Individual  Collective  Control  Facilitation  Directive  Emergent  Transactional  Relational, connected  Top-down  Bottom-up  Action-oriented  Process-oriented What would it take for you to work more wikily? 48

  • Network
Leadership
Roles  Establishes value proposition(s) Organizer  Establishes first links to participants  Provides initial resources for organizing the network Funder  Works to increase connections among participants Weaver  May focus on growing the network by connecting to new participants  Can be multiple people with formal and informal roles Facilitator /  Helpsparticipants to undertake collective action Coordinator  Ensures flow of information and other resources Technology  Facilitatesthe network use of online technology to learn, coordinate, Steward connect or share information together 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)
 49

  • What
is
the
Work
of
Network
Leadership?
 •  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

PaY
Anklam
(2007)
and

“Ver1go
and
the
Inten1onal
Inhabitant:
Leadership
in
a
Connected
World”
by
Bill
Traynor
(2009)
 Source
of
picture:
flickr
 50

  • A
Few
Challenges
Faced
by
Network
Leaders
 Unlearning
past
behaviors
 LeYng
go
of
control
 Engaging
and
inspiring
 and
frameworks
 network
par1cipants
 Determining
network
 boundaries
 Dealing
with
informa1on
 Making
the
case;
 overload

 measuring
success Learning
and
leveraging
 new
technologies

 Source of images: Cut Throat Communications, Blog.com, Rutgers University RU FAIR, Kodaikanal International School, flickr 51

  • Quick
Conversa-ons
Exercise
 Turn
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?
 52

  • How
Can
you
Begin
to
Make
the
Shif?
  Centralized  Decentralized  Firmly controlled  Loosely controlled  Planned  Emergent  Proprietary  Open, shared  Transactional  Relational  One-way  Two-way communications conversations What would it take for you to work more wikily? 53

  • Eight
Lessons
We’re
Learning
 1.  Design your experiments around a problem, not the tools 2.  Experiment a lot, 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 6.  Push power to the edges 7.  Balance bottom-up and top-down strategies 8.  Be open and transparent 54

  • So,
Whether
You’re
Launching
New
Networks…
 Mom’s rising is new organization designed using network principles: open, flat, flexible, collaborative, adaptive, fast 55

  • …or
Transforming
Old
Organiza-ons…
 AJLI: an older organization using network principles to transform itself 56

  • The
Choice
is
Yours
 Board
 Execu-ve
 Director
 VP
 VP
 VP
 Manager
 Manager
 Manager
 Manager
 Manager
 Manager
 Manager
 Manager
 MEMBERS
 57

  • Thank
You!
 Addi-onal
Resources:
 Blog (twitter): Beth’s Blog Networks Resources page on blog www.workingwikily.net www.beth@typepad.org Barr Foundation Stanford Continuing WeAreMedia training Studies, Winter ’10 IISC - collaboration N-Ten, TechSoup, Net-Squared Website: Leadership Learning Community Case Foundation www.monitorinstitute.com Thinkers: Clay Shirky, Marshall New Organizing Institute Ganz, Peter Plastrik & Madeline Taylor, Bill Trainer, June Holley, Personal Democracy Forum Marty Kearns, etc. 58