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Net Effectiveness For Net Funders


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Net Effectiveness For Net Funders

  1. 1. Beijing<br />Cambridge<br />Chicago<br />Delhi<br />Dubai<br />Hong Kong<br />Johannesburg<br />How Networks are Changing Social Change<br />A Briefing for the Network of Network Funders<br />September 30, 2009<br />London<br />Los Angeles<br />Madrid<br />Manila<br />Moscow<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. How can Networks Accelerate Social Impact?<br />In partnership with the David & Lucile Packard Foundation, Monitor Institute has explored the role of social networks and media in the non-profit sector<br />
  3. 3. Theory: Building Our Knowledge (IP)<br />Convened Experts<br />Scanned Literature<br />Monitoring and Scanning On-line Environment<br />Network Resources Inventory<br />Case <br />Study Research<br />Tools and Training<br />Blog<br />
  4. 4. Action: Pilot Projects<br />Nitrogen Wiki<br />Ecosystem-Based Management (EBM) Networks<br />Network Effectiveness (ONE) Support<br />Farm Bill Networks<br />Mapping Networks in Salinas<br />
  5. 5. What are networks?<br />Groups of individuals or organizations connected through meaningful relationships.<br />
  6. 6. 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 />
  7. 7. Networks Have Been Around Forever…<br />
  8. 8. New Technologies for Sharing Content…<br />…new online spaces for building relationships<br />
  9. 9. 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 Group Processes<br />Source for Network Graphic:<br />
  10. 10. 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 />
  11. 11. What Do We Mean by “Working Wikily”?<br />Established Ways of Working<br />Working Wikily<br /><ul><li>Centralized
  12. 12. Firmly controlled
  13. 13. Planned
  14. 14. Proprietary
  15. 15. One-way </li></ul> communications<br /><ul><li>Decentralized
  16. 16. Loosely controlled
  17. 17. Emergent
  18. 18. Public
  19. 19. Two-way </li></ul> communications<br />Where are you on these continuums? The answer will be different for different situations<br />
  20. 20. It Starts with a 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 />
  21. 21. 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 />
  22. 22. 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 />
  23. 23. 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 />
  24. 24. The Way Our Work Gets Done Is Changing<br />
  25. 25. Nonprofits Need to Find Ways to Work Wikily<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 />
  26. 26. Networks Can Address Diverse Challenges<br />Working Wikily Potential<br />Problem<br /><ul><li>Isolation
  27. 27. Unmet needs
  28. 28. Lack of power
  29. 29. Duplication and fragmentation of effort
  30. 30. Lack of shared knowledge
  31. 31. Untapped talent and wisdom
  32. 32. Suboptimal impact and challenges with growth
  33. 33. Build community
  34. 34. Engage people
  35. 35. Advocate for policy change
  36. 36. Coordinate resources and services
  37. 37. Develop and share knowledge
  38. 38. Innovate
  39. 39. Get to scale</li></li></ul><li>Build Community<br />2008:<br />162 Countries<br />400,000 Ministers / Priests<br />1980:<br />205 Members<br />
  40. 40. Engage People<br />2008: 400,000 Volunteers in <br />104 Countries<br />1985:<br />Single-site Effort in US<br />
  41. 41. Advocate for Policy Change <br />2008: 3.2 Million Members<br />1998: Email to<br />100 friends<br />
  42. 42. Coordinate Resources and Services<br />Total Loans<br />2009: $66 million<br />Total Loans<br />2006: $1 million<br />
  43. 43. Develop and Share Knowledge<br />14 Countries<br />1,300 Trained Volunteers<br />Interagency Program <br />Integrated Fire Management<br />
  44. 44. Innovate<br />“Open Sourcing Social Solutions”<br />Internal, Proprietary<br /> R&D Labs<br />
  45. 45. - 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 />
  46. 46. Using a Network Lens<br />Source: orgnet<br />
  47. 47. A Typology of Organizing Structures<br />Centralized<br /><ul><li>Nonprofit organizations (without explicit network structure)
  48. 48. Membership organizations (Organizations with network component)
  49. 49. Nonprofits with explicit network strategy and structure
  50. 50. Coalition / Alliance (network of organizations)
  51. 51. Networks of networks
  52. 52. 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 and Taylor, “Net Gains,” (2006); Patti Anklam, “Net Work,” (2007); Krebs and Holley. “Building Smart Communities,” (2006).<br />Source: orgnet<br />
  53. 53. 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 />
  54. 54. Periphery<br />Cluster<br />Link<br />Node<br />Social Network Analysis: A Few Helpful Definitions<br />Core<br />Hub<br />Source: Monitor Institute<br />
  55. 55. Network Mapping can be Low-Tech…<br />Source: June Holley<br />
  56. 56. …Or More High-Tech<br />
  57. 57. What’s Possible from Network Mapping?<br /><ul><li>Visualize the network: see connections within the system
  58. 58. Make visible network resources, and see flow of resources
  59. 59. Spark a conversation among participants
  60. 60. Assess the “health” of a network, diagnose
  61. 61. Assess change in network over time</li></li></ul><li>Salinas Network Mapping Pilot<br />
  62. 62. 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 />
  63. 63. 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 />
  64. 64. The Green and Healthy Building Network: 2007<br />Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe<br />
  65. 65. Characteristics of Healthy Networks<br />
  66. 66. Characteristics of Healthy Networks: Overview<br />Value<br /><ul><li>Clearly articulated give and get for participants
  67. 67. Delivers value/ outcomes to participants
  68. 68. Trust
  69. 69. Diversity
  70. 70. High engagement</li></ul>Participation<br />Form<br /><ul><li>Balance of top-down and bottom-up logic
  71. 71. Space for self-organized action</li></ul>Leadership<br /><ul><li>Leadership with “network mindset”
  72. 72. Distributed leadership</li></ul>Connection<br /><ul><li>Strategic communications
  73. 73. Ample shared space: on-line and in-person</li></ul>Capacity<br /><ul><li>Ability surface & tap network talent
  74. 74. Model for sustainability</li></ul>Learning & Adaptation<br /><ul><li>Learning-capture
  75. 75. 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 />
  76. 76. Leading with a Network Mindset<br />
  77. 77. How is Network Leadership Different?<br />Network <br />Leadership<br />Organizational <br />Leadership<br /><ul><li>Role, behavior
  78. 78. Collective
  79. 79. Facilitation
  80. 80. Emergent
  81. 81. Relational, connected
  82. 82. Bottom-up
  83. 83. Process-oriented
  84. 84. Position, authority
  85. 85. Individual
  86. 86. Control
  87. 87. Directive
  88. 88. Transactional
  89. 89. Top-down
  90. 90. Action-oriented</li></ul>What would it take for you to work more wikily?<br />
  91. 91. Network Leadership Roles<br />Organizer<br /><ul><li>Establishes value proposition(s)
  92. 92. 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
  93. 93. May focus on growing the network by connecting to new participants
  94. 94. Can be multiple people with formal and informal roles</li></ul>Facilitator / Coordinator<br /><ul><li>Helps participants to undertake collective action
  95. 95. 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 />
  96. 96. 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 />
  97. 97. 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 />
  98. 98. 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 />
  99. 99. Eight Lessons We’re Learning<br />Design your experiments around a problem, not the tools<br />Experiment a lot, 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 networks<br />Push power to the edges<br />Balance bottom-up and top-down strategies<br />Be open and transparent<br />
  100. 100. Can you Begin to Make the Shift?<br />Established Ways of Working<br />Working Wikily<br /><ul><li>Centralized
  101. 101. Firmly controlled
  102. 102. Planned
  103. 103. Proprietary
  104. 104. One-way </li></ul> communications<br /><ul><li>Decentralized
  105. 105. Loosely controlled
  106. 106. Emergent
  107. 107. Public
  108. 108. Two-way </li></ul> communications<br />What would it take for you to work more wikily?<br />