Working in networked ways is fundamentally different than traditional ways of working. Organizations can commit to a network approach yet not fully realize all the pieces and behaviors needed to make it actually work.
Carole Martin and Beth Tener will share their insights as coaches/facilitators with a wide range of social change network initiatives. They'll explore what they have been learning about which networks get traction and grow and which ones stumble, related to these themes:
What does organization readiness to embrace the network approach "look like"? How do board and staff members organize their time, priorities, and mindset differently?
How does leading look different both within and outside your organization?
What are some key pitfalls and lessons learned that you can keep in mind as you design for a more inclusive, joyous and connected way of working?
If your organization is pursuing networked ways of working, considering going this route or are on your way and hitting some bumps in the road, this will be a helpful conversation to participate in and invite in colleagues who are still learning.
We've all heard the rhetoric. The future is uncertain and complex. We can’t do it alone, and collaboration is critical. The only way to succeed is to learn as quickly as possible through experimentation, which means getting comfortable with failure.
But what does this mean in practice? If this were easy, there wouldn’t be so many pundits telling everyone else to do it.
Learning effectively through experimentation requires specific muscles and mindsets, which take time and practice to develop. Even if your group is already comfortable jumping into the unknown and learning by doing, a little bit of structure and discipline can go a long way in helping you do so successfully.
Eugene Eric Kim and Alison Lin will share their evolving public domain frameworks and tools for supporting effective experiments. They’ll then talk about the work they continue to do with the Social Transformation Project (STP) supporting experiments focusing on internal operational challenges and effective network collaboration. They’ll be joined by Jodie Tonita and Eden Kidane of STP, who will get real about what’s worked, and what hasn’t, and what’s coming next.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
June 4, 2015 | 11am-12pm Pacific
Session Description:
We are launching a webinar series to provide a space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Often these groups are not connected and we want to build awareness and even collaboration across the research – practice divide. We will focus on the intersection of leadership and network development. After clarifying the various ways in which leadership and networks intersect, we will consider the following questions: what does it mean for people in networks who see the need to be more intentional about developing leadership, and what does it mean for leadership development practitioners to design and deliver programs that better equip their participants to effectively utilize network strategies and tools.
This first webinar will start to explore the intersection between leadership and networks, and introduce a relational perspective of leadership. The three partnering organizations will discuss concrete examples and ideas from their work, and then participants will have a chance to ask questions.
Register for this first webinar with The Center for Creative Leadership, NYU/Wagner, and The Leadership Learning Community
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Hear from two alumni of On The Move’s leadership development program, about the organization’s innovative model to support emerging leaders within schools, public institutions, non-profit organizations and the health field. The webinar provides key principles, practices and strategies of implementation. Specifically, we explore the model’s approach of bringing together multi-generational communities of emerging and veteran leaders, who learn together to remove the barriers that prevent our collective success.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
We've all heard the rhetoric. The future is uncertain and complex. We can’t do it alone, and collaboration is critical. The only way to succeed is to learn as quickly as possible through experimentation, which means getting comfortable with failure.
But what does this mean in practice? If this were easy, there wouldn’t be so many pundits telling everyone else to do it.
Learning effectively through experimentation requires specific muscles and mindsets, which take time and practice to develop. Even if your group is already comfortable jumping into the unknown and learning by doing, a little bit of structure and discipline can go a long way in helping you do so successfully.
Eugene Eric Kim and Alison Lin will share their evolving public domain frameworks and tools for supporting effective experiments. They’ll then talk about the work they continue to do with the Social Transformation Project (STP) supporting experiments focusing on internal operational challenges and effective network collaboration. They’ll be joined by Jodie Tonita and Eden Kidane of STP, who will get real about what’s worked, and what hasn’t, and what’s coming next.
In this third webinar of the Network Leadership Series, Professor Angel Saz-Carranza will explore the question of how formal networks of organizations, created to reach a collective goal (also known as goal-directed networks), work to support the overarching network goals. Goal-directed networks often create a separate organizational unit to broker and administer the network as a whole called Network Administrative Organizations (NAOs).
The webinar will answer questions like:
How organizational units lead and broker the work of network members to ensure that the network as a whole achieves a collective network goal. finds the direction it needs, aligns the activities of its members, and helps them stay committed and ready to collaborate
How leadership strategies are different when the work is not internal to a single organization
Drawing from the work of immigration coalitions in the U.S. as examples of an important type of network, Saz-Carranza unpacks the leadership dynamics of formal goal-directed networks. These network member organizations join together to accomplish a common goal that is different from each organizational member but that contributes to advance their individual missions.
June 4, 2015 | 11am-12pm Pacific
Session Description:
We are launching a webinar series to provide a space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other. Often these groups are not connected and we want to build awareness and even collaboration across the research – practice divide. We will focus on the intersection of leadership and network development. After clarifying the various ways in which leadership and networks intersect, we will consider the following questions: what does it mean for people in networks who see the need to be more intentional about developing leadership, and what does it mean for leadership development practitioners to design and deliver programs that better equip their participants to effectively utilize network strategies and tools.
This first webinar will start to explore the intersection between leadership and networks, and introduce a relational perspective of leadership. The three partnering organizations will discuss concrete examples and ideas from their work, and then participants will have a chance to ask questions.
Register for this first webinar with The Center for Creative Leadership, NYU/Wagner, and The Leadership Learning Community
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
Hear from two alumni of On The Move’s leadership development program, about the organization’s innovative model to support emerging leaders within schools, public institutions, non-profit organizations and the health field. The webinar provides key principles, practices and strategies of implementation. Specifically, we explore the model’s approach of bringing together multi-generational communities of emerging and veteran leaders, who learn together to remove the barriers that prevent our collective success.
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Building a Coalition (The Woodson Foundation)AN_Rajin
The case focus on nonprofit social organization called The Woodson foundation who wants to build a cohesive coalition among its stake holders who are the Washington DC School and The NCPIE. They want to create an after school program where they faced several types of problem. The background of this case is Nonattendance of students, Crime, high teacher turn over and group development.
The main objective of this case is that, The Woodson foundation wants to improve students’ performance and outcomes. Reducing crime increasing student’s attendance and decreasing teacher’s turnover ratio through After School program. For this they create two team, one is Development team and another is Program team.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Presentation which covers many of the points in the work I just published ("Developing Leaders in a Global Landscape") in Linkage's "Best Practices in Leadership Development Handbook". All rights reserved - please no re-publication without permission.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Building a Coalition (The Woodson Foundation)AN_Rajin
The case focus on nonprofit social organization called The Woodson foundation who wants to build a cohesive coalition among its stake holders who are the Washington DC School and The NCPIE. They want to create an after school program where they faced several types of problem. The background of this case is Nonattendance of students, Crime, high teacher turn over and group development.
The main objective of this case is that, The Woodson foundation wants to improve students’ performance and outcomes. Reducing crime increasing student’s attendance and decreasing teacher’s turnover ratio through After School program. For this they create two team, one is Development team and another is Program team.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
Targeted Capacity Building - CCAT WebinarTCC Group
Julie Simpson from TCC Group spends one-hour defining and discussing targeted capacity building, why it matters, who is (and should be) involved, and specifics about each entity's role. There is a heavy emphasis on the role of local consultants -- particularly those who are CCAT-certified facilitators (with information on HOW you can become certified - for free!).
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
7 Measures of Success: What Remarkable Associations Do That Others Don'tGreg Melia, CAE
What distinguishes a truly remarkable association from the rest? The session will reveal the findings from ASAE’s best-selling book based upon extensive research conducted under the guidance of Jim Collins, author of Good to Great.
This presentation covers organizational culture, values in organizations, vitality and quality values, leading through values, building values in organizations, and principles of values management.
People who are putting their time, energy and resources into supporting and cultivating leadership are for the most part doing the work to advance meaningful change and social justice. Our learning about this work is struggling to keep up with our change aspirations. It's not enough to know that participants believe they are better leaders without answering questions about the ways in which leadership development work is creating equity and contributing to concrete changes in the health, education, and wealth of all. This webinar will share findings from a collaborative research efforts between leadership Funders and Evaluators to understand what we can achieve through leadership investments, how we can know, and what we are learning about the kind of leadership we need to contribute to greater equity.
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
Organizational development –Concept and evolution-nature and characteristics.
First order and second order Change.
Foundations of Organizational Development.
Conceptual frame work of OD –Action Research Model-Positive Model-John Kotter’s eight-stage process Model.
Parallel learning structures.
Process of organizational development – Organizational Diagnosis .
We recently posted the Leadership and Race synthesis and are working with the writing partners to develop the publication. The Leadership and Networks synthesis outline has also been posted. We would like to engage you in discussion and questions that can strengthen these publications.
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Similar to Successfully transitioning your organization to a network mindset complete (1) (20)
Networks come in all shapes and sizes. However, if you want to be a system shifting network you will need to put in place scaffolding so that transformation can emerge easily and quickly. In nature, billions of soil organisms and mycorrhizal fungal mats work together to form this type of scaffolding to distribute resources and support the growth of plants and trees as they create a forest. There are 6 basic structures that work together to create an environment for rapid change. Some, such as innovation funds, have been prototyped by many different networks. Others, such as communications systems and governance systems, are still in their infancy. Join June Holley and Yasmin Yonis from Network Weaver for a discussion about the necessary scaffolding for truly transformational networks.
Networks thrive on the initiative of members who see a need and invite others to take action with them. This is leadership in networks and in the best case scenario its widely distributed. And yet, supporting self-organizing is not easy. In this webinar we will share common obstacles to self-organizing and better yet, two things we have tried that seem to be working. Come hear about using Network Activation Funds and Facilitator Pools to help activate your network.
Everyday Equity is both a realization of and a path from power, love, and justice. In leadership practice, we consciously and unknowingly embed and enact principles and practices that embody and resist community well-being. This mindfulness-based webinar offers leaders perspectives and practices for compassionately awakening power, love, and justice. This webinar includes practicing tools, applying concepts, and reminding us of our loveliness – allowing us to contribute to community well-being by understanding and healing from harmful conditions toward transformative change.
Dr. Renato P. Almanzor is a transformation catalyst, whose experience emerges from over 25 years developing leaders committed to equitable communities, multicultural organizations, and social justice. As a leadership expert, he has delivered leadership development programs, keynote addresses, workshops and seminars on issues related to leadership for equity, cultural diversity, and social change. Much of his work has been dedicated to supporting community leaders working with and in low-income communities and communities of color. He has a PhD and MA in organizational psychology, an MS in counseling, and BA in psychology, as well as certifications in coaching and Zumba Instruction. He is a proud alum of the first Practices in Transformative Action, a mindfulness-based program for social justice activists through the East Bay Meditation Center in Oakland, California, where he also served as an apprentice the following year.
In this webinar, Lynn Fick-Cooper, Managing Director of Societal Advancement at the Center for Creative Leadership, will share the 5 critical leadership strategies CCL has learned from their vast experience developing the leadership capacity of nonprofit leaders and collaborative groups. During this webinar, Lynn will also take us through a deeper exploration of the first of those 5 strategies, Moving Beyond the Heroic Model of Leadership, by explaining and helping us all apply CCL’s Direction-Alignment-Commitment (DAC) leadership framework.
The Network Mindset Trainings offer the building blocks for what a network mindset is, and how such mindsets show up in practice. There are only two sessions; Basic and/or Intermediate. The content for all the Basic sessions is the same; the content for all the Intermediate sessions is the same.
Our thinking about leadership is evolving as is the world in which greater numbers of people are coming together to take actions that will create greater equity. To keep pace, those who are supporting leadership for racial equity and social justice must pause, reflect and reconsider our approaches to leadership development. Because most leadership programs receive positive feedback from those participating in them, it can be hard to try something different...who wants to mess with what works, even if the payoff could be more dramatic results. It takes courage to do this and we are excited to have our friends from LeaderSpring share their "reset" process and what they are learning.
Join us as June Holley, Tracey Kunkler and Steve Waddell dive back into sharing the importance of Network Governance and Structures. We'll be learning how networks are experimenting with and co-creating innovative network governanceand structures that are self-organizing, encouraging and supporting the formation of collaborative circles.
Join us for 90 minutes of hands-on virtual practice! June will bring questions and you will be in practice breakout groups. Please plug in your webcams and have earphones ready to roll up your sleeves and practice with us!
Studies consistently show that less than 20% of nonprofit executive directors/CEO’s are people of color. The recent Race to Lead report offers a new story for how we think about and address this leadership gap: to increase the number of people of color leaders, the nonprofit sector needs to address the practices and biases of those governing nonprofit organizations.
This shifts the leadership development narrative to one that incorporates transformation at the individual and structural levels in pursuit of racial equity. One model is the California School-Age Consortium’s Leadership Development Institute fellowships. Within the year-long, cohort based model for emerging leaders in the out-of-school time field, power, privilege and oppression are elevated alongside traditional leadership competencies development. The model focuses on the unique experiences of people of color in the out-of-school time field, while simultaneously challenging the environments and structures that create racialized barriers toward advancement.
Emerging leaders in the out-of-school time field are positioned to influence policies and practices well beyond the field. Many follow pathways toward teacher and school leadership, policymaking, health and wellness, community organizing, juvenile justice and more. Hear directly from the co-designer and fellow of the program about the model, its challenges, successes and hopes toward racial equity and a more just society.
Many networks organize governance and operations with structures that mirror those of organizations: governing boards, committees, and operations staff. Unfortunately, these structures have often been a bad fit with networks, leading to decreased involvement and engagement by network participants who aren't on the governing board and shrinking network size and impact.
More and more networks are experimenting with and co-creating innovative network governance and structures that are self-organizing, encouraging and supporting the formation of collaborative circles for many or all of the operations and coordination functions of the network.
June Holley will share examples and offer several checklists and strategy worksheets to help your network determine if these new structures might be appropriate for them.
July 14, 2016
What does it mean for a foundation to become a facilitative leader? And how can foundation staff make the case for network-based funding approaches to boards and other stakeholders? This two-part series will explore successes and insights from the DentaQuest Foundation’s national systems change strategy Oral Health 2020. Started in 2011, this network-based strategy has achieved notable results—development of oral health leaders across the country, creation of new state partnerships connected to a national health improvement network, and tangible system and policy changes such as the expansion of public benefits in more than 15 states. Come learn about what it took to make this work happen from the perspective of Foundation leaders Brian Souza and Mike Monopoli, initiative evaluator Clare Nolan (Harder+Company Community Research), and network weaver Marianne Hughes (Interaction Institute for Social Change).
Part 2 will dive deeper into what it took to achieve these results, including lessons learned from network building as well as what it means for a foundation to take on a facilitative leadership role.
Connecting the Dots: Water Shutoffs, Pensions, Emergency Management, Bankruptcy & Beyond
Peter J. Hammer
Professor of Law, Director
Damon J. Keith Center for Civil Rights
Wayne State University Law School
Detroit, Michigan
September 30, 2015
Creating Space XII
When Hurricane Sandy hit, a self organized network quickly emerged from pre-existing networks and new volunteers that resoundingly out performed traditional relief agencies. Why and how was this network able to do this? What does leadership look like in situations such as this that are complex and ever shifting? We will explore the nuts and bolts of self organizing, strategies for supporting such networks and how self organized strategies and leadership can be applied to your work on complex problems.
Welcome back to our networks and leadership webinar series! We host this space for practitioners and researchers in both the leadership and network development areas to connect and learn from each other.
Our presenter Chris Ernst is a four-way player: He is active in both research and practice of both leadership development and organizational network analysis. Chris is VP of Leadership and OE at Juniper Networks and a former senior faculty member of the Center for Creative Leadership.
Growing numbers of social change agents are building networks to increase impact. Using real-life case examples, this webinar offers an introduction to basic network concepts and approaches with an emphasis on how practitioners can strengthen their network through systematic monitoring and evaluation. Highlights from a recent framing paper and casebook developed by Network Impact and the Center for Evaluation Innovation include examples of leading evaluation frameworks and practical methods/tools.
The Greenlining Institute was founded as a response to institutional redlining of communities of color from economic opportunities. Twenty-two years later, the organization has grown in both scale and impact, including incorporating a strong commitment to the leadership development of emerging leaders of color. With its successes and challenges, Greenlining has learned many lessons on the road to positive social change. This webinar will focus on how the organization has evolved and created a renowned leadership development program for social justice leaders, while always maintaining its roots in racial equity and advocacy. In using the organization’s journey as a case study, participants will receive a perspective and best practices for incorporating a leadership development program from foundation to evaluation.
Session Description
Nonprofit leaders working to promote a more democratic and just society are grappling with how to adapt legacy organizations founded in an “analog” era to new realities shaped by the power of networks and technology. Concurrently, a growing number of grantmakers seek to support the leaders and organizations navigating these shifts – which can require funding new approaches to the work.
This interactive session will explore concrete examples of how pioneering social justice leaders have embraced technology and new forms of collaboration (like engaging unlikely allies) to advance immigration and criminal justice reform. We will also explore the role of the funder in supporting this leadership journey, and implications for others seeking to advance equity and inclusion.
The panel will include a range of perspectives from a funder, Daniel Lee, Executive Director, Levi Strauss Foundation; a next-generation civil rights leader, Vincent Pan, Executive Director, Chinese for Affirmative Action; Lateefah Simon, program director, Rosenberg Foundation and social impact expert, Heather McLeod Grant. In addition to their roles, the speakers are also diverse in terms of race, sexual orientation, gender, and experience.
http://leadershiplearning.org/blog/miriam-persley/2015-03-09/upcoming-webinar-pioneers-social-justice-bolstering-leaders-organizat
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Successfully transitioning your organization to a network mindset complete (1)
1. JUNE | 2015
@leadershipera #leadershipnet
Successfully Transitioning Your Organization to a
Network Mindset
Presented by: Beth Tener & Carole Martin
2. LLC anticipates the future and is a dynamic
catalyst capable of creating a link from today’s
issues in leadership development to tomorrow’s
solutions.
(Donna Stark, The Annie E. Casey Foundation)
Network Research Application
LEADERSHIP LEARNING COMMUNITY
3. LEADERSHIP FOR A NEW ERA
The value of collective leadership networks is in their capacity
to solve problems quickly in an environment of uncertainty and complexity
(Watts, 2004)
4. Successfully Transitioning Your Organization to a
Network Mindset
Presented By:
Beth Tener & Carole Martin
TODAY’S PRESENTERS
5. The "From and To"
of It
From…how our organizations
have always worked
to…incorporating new ways of
thinking and doing
6. The “It” = Network Mindset
and Actions
• What: Many different organizations
working in concert – and the mindset
and work within each
• Who: Organizations, institutions, governmental
agencies, corporations, foundations, individuals, etc.
• Why: To pursue a common, defined purpose
• How: As equal partners
Networks that Work, Second Edition Vandeventer and Mandell
13. To a Starting Point of “We"
Adding new dimensions to
board member selection:
• Mindset of mission over organization
• Brings a dense network of connections
related to key mission-related priorities
• Has a track record of building trust, being
respected for working collaboratively
• Comfortable usefully disrupting the status
quo
14. Board Functions
To:
• Asking generative questions
• Factoring in at every turn how
to align, build upon, fill gaps –
all based upon knowing what
other organizations are doing
and asking “what is needed
from us in order for the system
to succeed?”
• Thinking of governance as
collective leadership
• Continuing to maintain fiduciary
oversight
From:
•Making decisions based
primarily on sustaining
the organization and
fulfilling compliance
duties
•Raising funds to sustain
the organization
•Planning the
organization’s future
17. TO:
• Belief in the value and effectiveness of
connectedness and alignment
• Ability to see and contribute to the
“larger system”
• Deep experience at leading through
change, navigating conflict, facilitating
team to success
• Relying on the really hard work of idea
sharing, piloting, failure as a measure of
success
18. Other Internal Areas of
Adaptation
• Hiring Practices
• Job Descriptions Modified
• Performance Goals Altered
• Staff Evaluation Processes Shift
(external collaborators weigh in!)
• Staff Meeting Agenda Design Changes …and so
does long term planning!
20. 20
We are used to working in traditional
institutions and organizations.
21. 21
• Vision and mission
• Strengths, weaknesses, opportunities, threats
• Key goals
• Action plan
• Metrics
World out there
Us
Traditional Strategic Planning
22. 22
We are a participant in an ecosystem…
…creating conditions for the ecosystem to
better self-organize for greater well-being
us
23. 23
Boston Green & Healthy Building Network
Created by Connective Associates for the GHBN (2007)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
New Members have blue labels
Non-Respondents have small labels
Very Well
Well
Somewhat
Knowing Each Other 2005
24. 24
Created by Connective Associates for the GHBN (2007)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
New Members have blue labels
Non-Respondents have small labels
Knowing Each Other 2007
Boston Green & Healthy Building Network
Very Well
Well
Somewhat
25. Network
Networked ways of working generate many benefits.
Benefits
Learning & info exchange
“Small world” reach
Emergence of
new ideas
Stronger
relationships &
trust
Access & connect
talents & skills
of community
Micro-collaborations
Greater
political clout,
collective
voice, aligned
messages
Align work on
shared goals
26. Connectivity
Aligning
Learning
Together
Producing
Builds on work of: NET GAINS: A Handbook for Network Builders
Seeking Social Change, By Peter Plastrik and Madeleine Taylor
Collaborative action
• System understanding
• Aggregate our knowledge
• Peer to peer learning
• Learn over time
Align & coordinate
work
Connect &
strengthen relationships
Dimensions/stages of collaborative work
27. 27
See the system
“Do what you do best
and link to the rest.”
- Jeff Jarvis
Collaborative learning & sense-making
Federation of
mutual exchange
Create conditions for
emergence
28. Leadership with a network mindset has a different
orientation.
Organizational Leadership Network Leadership
Position and authority Role and contribution
Few leaders Everyone a leader
Control Facilitation and support
Small group in the know Openness and transparency
Directive Emergent
Planning Innovation and experimentation
Evaluation Reflection: action learning
Adapted from Network Weaver Handbook in Leadership and Collective Impact, Leadership Learning
Community, Sept. 2012
Creating conditions for self-organizing
29. Lead with questions not answers
What are the key areas in
the system to shift to
achieve our goal?
?
Vision
?
How do we take the shared
understanding of the system
and DO SOMETHING potent
with it?
33. Create a dense web of collaboration &
connections
33
• What is working well?
• What is a current challenge?
• Who can I connect you to?
Everyone is a network weaver
Close Triangles
37. GET INVOLVED
Register for the LLC
Newsletter, then contribute
your writing to our blog!
Blog info@LeadershipLearning.orgblog
Register LeadershipLearning.org
38. SUPPORT THE WEBINAR SERIES
The suggested donation for this webinar is $30.
http://bit.ly/llcdonatenow
Donate Today!
LLC THANKS YOU!
Editor's Notes
Hierarchy, strategic plans, etc – so pervasive we don’t question it. (the way it’s done) – military, schools, corporations, etc.
Navigate uncertainty & new territory
Adapt to continual change
Access collective intelligence