better networking dani koleva and george bogdanov inspired by richard bennett in march 2010 30 april...
TRANSCRIPT
Better Networking
Dani Koleva and George Bogdanov
Inspired by Richard Bennett in March 2010
30 April 2014, Sofia, Bulgaria
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WHY NETWORKS?
• Learning from/with each other: becoming excellent at what we do
• Influencing collectively: much more powerful
• Economies of scale: collective buying– Training – Skilled people– Even office supplies…
4
THE CLASSIC PROCESS
Identifying common learning needs orpotential to learn from each other
Identifying commonadvocacy needs
About ourselves& operating environment
About the issues we’repassionate
about
Learning & training:Learning from each other;
Training from outsiders
Collective advocacy
Information service:Issues, operating
environment, good practice
Lots of individual
relationships
Creating networking
spaces
5
NETWORKS WHEN?
Any time, but especially…
• Uncertainty – New situations– Changing environment– Threats to our effectiveness or values– when the Big Red Fish is biggest
• Big influencing opportunities– when we most need Little Blue Fishes Together
The world is changing faster – it’s happening more oftenNetworks are more important today than ever before
6
Organizational stability
Birth
Yearly years
Youth
Maturity
Decline
Aging
Death
Growth
Try to get and
stay here
Org
aniz
atio
nal
dev
elo
pm
ent
7
‘THE MESSY POWER OF COMPLEXITY’
• Lots of threads, lots of knots: complex, can feel unfocused
• Work together makes the most of members’– Contributions – Commitment – Skills
• Members contribute because they…– want to – are excited – have something to offer
• They stop if they feel they don’t/aren’t
• Benefit – purpose – energy – collective empowerment – inspiration
• Which delivers BIG results, when it works
9
Network dynamics: a virtuous circle
Work closer
together Establish basis of unity
Develop clear transparent
decision making
Share information
Build trust, get beyond competitive instincts
Increase in ad hoc 1:1 relations
between members
Increase common understanding of
issues/environment
Deepen common strategy
Deepen common agenda
Effectiveness & impact
10
RUNNING A NETWORK• Few networks survive if control is too heavy
• We’re used to command and control– Hierarchy– Authority at the top
• Networks seem loose, uncontrollable
• 3-D, messy, not pyramid, flexible, can change• Power, authority is spread, hard to see/fix
• Not used to working like this, it can be scary• …and that’s ok…• Because it can also be hugely powerful
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4 BASIC PRINCIPLES• Diversity
– Participants are different, retain their own identity
• Dynamism – Frees participants to be dynamic, propose activities, get involved –
so need light structure, facilitative, enabling, supportive
• Democracy – Open, non-hierarchical, dependent on trust– Decision making seen to be fair, inclusive, effective, widespread– Leaders consult and report back
• Decentralisation – Shared leadership– Depends on shared vision, values, effective communication– Decisions made where they matter, where the action is
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ROLE OF SECRETARIATS
‘Servant leadership’
• Facilitating & enabling– Creating spaces for members to share…
• Information; Learning; Development of influencing positions– Facilitating productive use of spaces– Administration to make it happen
• Ensuring inclusion, preventing isolation• Encouraging/supporting new members• Balancing power and influence• Linking the whole network with others
13
ARE SECRETARIATS SPECIALISTS?
Specialists in • Facilitation • Strengthening threads, tightening knots• Promoting collaboration, not competition• Enabling communications
Become specialists in• Understanding members’ dimensions, needs, environment
In PURE networks, other specialisms are usually a bad idea• They discourage member activism and leadership• But…
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WHEN SECRETARIATS DO MORE THAN FACILITATE
• A completely new issue arises• The sector needs only one specialist• Collective purchasing is best for everyone…could mean we need an issue specialist
But dangers…• Lose facilitation focus • Undermine member leadership & activism• Create institution with its own dynamics
So use with caution, and plan for Secretariat’s exit from this type of work
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MINI CHECKLIST (1)
• Have a clear purpose– Broad consensus– The most we can realistically strive for
• Have clear values & principles– Members accountable to them
• Keep central rules to a minimum– Don’t strangle creativity
• Encourage everyone to lead something– Creates capacity & ownership
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MINI CHECKLIST (2)
• See joint activities as more than outputs– They bring people together, lead to trust & mutual
support
• Make dynamism & diversity goals in themselves– They bring creativity to the work
• View input and participation as central objectives– More engagement = more for everyone
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