2

Network Basics

3

Networks Are Changing the Way the World Works

Source for Network Graphic: orgnet.com

4

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

5

10K+ Activists Protested Elections in Moldova

“…six people, 10 minutes for brainstorming and decision-making, several hours of disseminating information through networks,

Facebook, blogs, SMSs and e-mail.”

–Natalia Morar, ThinkMoldova

6

“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

We’re Witnessing the Death of Old Models…

7

…And New Models Are Emerging

8

As a Result, the Way Our Work Gets Done Is Changing

9

Many Nonprofits Need to Find Ways to Leverage Networks

Networks are one answer for increasing efficiency and impact

Networks are one answer for increasing efficiency and impact

Increasing Number of Nonprofits

More Competition for Resources

Many Nonprofits Not at Scale

(82% of nonprofits operate on annual budgets of under $1 million)

Source: “The Non-Profit Sector in Brief,” National Center for Charitable Statistics, 2008.

10

What Do We Mean by Networks?

• Groups of individuals or organizations• Connected around a common purpose • Lots of participants• Ability to self-organize • Fueled by new technologies


11

Networks Have Been Around for a Long Time…

12

…and new online spaces for building relationships

There Are New Technologies for Sharing Content…

13

Advances in the Science of Networks and Complexity


14

Combined with Established Practices for Engaging Groups


15

“… 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

The Result = “Working Wikily”

16

What Do We Mean by “Working Wikily”?

Centralized

Firmly controlled

Planned

Proprietary

One-way

communication

Decentralized

Loosely controlled

Emergent

Public

Two-way

conversation

Established Ways of Established Ways of WorkingWorking

Established Ways of Established Ways of WorkingWorking

Where are you on these continuums? The answer will be different for different situations

Working WikilyWorking WikilyWorking WikilyWorking Wikily

17

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

Working Wikily Can Address Diverse Challenges

Build community

Engage people

Advocate for policy change

Coordinate resources and services

Develop and share knowledge

Innovate

Get to scale

Working Wikily PotentialWorking Wikily PotentialWorking Wikily PotentialWorking Wikily PotentialProblemProblemProblemProblem

18

Build Community

2008:22,000 Members

attending each week

2008:22,000 Members

attending each week

1980: 205 Members

1980: 205 Members

19

Engage People

2008: 400,000 Volunteers in 104 Countries

2008: 400,000 Volunteers in 104 Countries

1985:Single-site Effort

in US

1985:Single-site Effort

in US

20

Advocate for Policy Change

2008: 3.2 Million Members

2008: 3.2 Million Members

1998: Email to100 friends

1998: Email to100 friends

21

Coordinate Resources and Services

Total Loans2009: $66 million




22

Develop and Share Knowledge

14 Countries1,300 Trained Volunteers

Interagency Program Integrated Fire Management

14 Countries1,300 Trained Volunteers

Interagency Program Integrated Fire Management

23

Innovate

“Open Sourcing Social

Solutions”

“Open Sourcing Social

Solutions”

Internal, Proprietary R&D Labs

Internal, Proprietary R&D Labs

24

…transforming

communities through

collaborations to address root causes of poverty and

homelessness

Source: Jane Wei-Skillern and Kerry Herman, “Habitat for Humanity—Egypt,” Harvard Business School Cases, October 3, 2006.

- EGYPT-

Get to Scale

Typical HFH country programs produce 200

houses each year

Typical HFH country programs produce 200

houses each year

In Egypt, HFH builds 1,000 houses a year, on

average

In Egypt, HFH builds 1,000 houses a year, on

average

25

Common Challenges Faced by Network Leaders:

Communicating the value of networks

Designing and catalyzing networks

Determining network boundaries

Building trust among participants

Participant engagement and communications

Managing and adapting to evolution and growth

Tracking and evaluating impact

Letting go of control

Working Wikily Isn’t Easy…


26

Eight Lessons We’re Learning About “Working Wikily”

1. Design your experiments around a problem to solve, not the tools

2. Experiment a lot, invest in understanding what works and what doesn’t, and 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 and act on this knowledge

6. Push power to the edges

7. Balance bottom-up and top-down strategies for organizing people and effort

8. Be open and transparent; share what you are doing and learning as a matter of course

27

Understanding Your Network


28

How Are Networks Structured?

29

Core

Link Node

Cluster Periphery

Hub

A Few Helpful Definitions

30

Network Structures Can Take Many Forms


31

Centralized

Decentralized

Note: These categories often overlap. Most of the examples fit in to multiple categories.

Nonprofit organizations (without explicit network structure)

Membership organizations (Organizations with network component)

Nonprofits with explicit network strategy and structure

Coalition / Alliance (network of organizations)

Networks of networks

Ad hoc networks

Developed from: Plastrik, Taylor, “Net Gains,” (2006); Anklam, “Net Work,” (2007); Krebs, Holley. “Building Smart Communities,” (2006).Source for Network Graphic: orgnet.com

A Typology of Organizing Structures

32

Good for:• Speed of execution, efficiency• Quality control, reliability• Service-delivery• Accountability

Nonprofits without Explicit Network Structure

33

Good for: Engaging, mobilizing large

groups Fundraising Question: Is the nature of

membership changing?

Membership Organizations

34

Good for: Coordination of activity Controlled knowledge transfer Resource sharing

Nonprofits with Explicit Network Structure (Hub-Spoke)

35

Good for: Rapid diffusion of knowledge Rapid mobilization Efficient access to knowledge or local

relationships

Nonprofits with Explicit Network Structure (Multi-Hub)

36

Good for: Complex coordination & co-

creation Contained knowledge transfer Organizing around joint goals

Coalition / Alliance

37

Good for: Innovation Environment scanning Movement building Resilient & adaptive action

Networks of Networks—Organizations


38

Good for: Connecting people/ info across

networks Spontaneous, quick action Aggregating small gifts/ actions

Ad Hoc Networks—Individuals

39

Social Network Mapping:

A Tool for Visualizing Your Network

40

Visualize the network: see connections within the system

Make visible network resources, and see flow of resources

Spark a conversation among participants Assess the “health” of a network, diagnose Assess change in network over time

What’s Possible from Network Mapping?

41

Network Mapping Can Be Simple and Low-Tech…

Source: June Holley

42

…Or More High-Tech

43

Frame the Problem

CollectData

AnalyzeData

Validate &DiscussResults

IdentifyNextSteps

Follow up

• Goal• Problem/

Opportunity• Hypotheses• Who/

Boundaries• Relationships/

Flows• Demographics

• Surveys• Interviews• Focus groups• Data mining

• Specialized network mapping software helps to understand data:

• Visually (Maps)• Quantitatively

(Metrics)

• Preliminary review

• One-on-one interviews

• Interactive feedback session

• Formal presentation

• Planning• Training• Organizational

Changes• Specific

interventions

Framework developed by Roberto Cremonini, Barr Foundation

How Is Network Mapping Done?

44

Using Network Maps to Increase Service Coordination

45

Identified community to map; bounded the network

Sent out survey to collect data; entered data into software

Produced maps with ability to sort by inputs; gathered missing data

Analyzed maps to identify network development opportunities

Group continues to meet; on-going network coaching

Process Used to Map the Youth Development Network

46

A map of the different networks shows fairly loose connections

Government

Foundation

Non-Profit

For-Profit

School

Unknown

Religious

Other

Network by Organization Type

Maps Were Used to Analyze the Network

47

Now, you’re going to map your networks

Choose which network you want to focus on

Clarify if it is “unbounded” or “bounded”

48

Making Sense of Your Network Structure

Directions:Decide what network you want to focus on today.Draw a map of your network.Reflect on the questions below.

1. What type of structure does your network most closely resemble?

2. How did you get to this structure?

3. How’s it working? Does it match your purpose?

4. How might your structure evolve / improve?


49

Network Diagnosis:Characteristics of Healthy Networks

50

Purpose

Participation

Strategy and Structure

Leadership

Communications & Technology

Resource Management

Assessment

Clearly articulated purpose Delivers value/ outcomes to members

Trust Diversity High engagement

Balance of top-down and bottom-up logic Space for self-organized action

Leadership with “network mindset” Distributed leadership

Strategic IT Ample shared space: on-line and in-person

Ability surface network talent Ability to tap excess capacity

Learning-capture Ability to gather and act on feedback

Governance Governance by a group representative of the network’s diversity Openness

Helpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky

Characteristics of Healthy Networks: Overview

51

Characteristics of Healthy Networks: Purpose

Purpose Clearly articulated purpose Delivers value / outcomes to members

52

Characteristics of Healthy Networks: Participation

Participation Trust: strong relationships Diversity: bridging and valuing differences High level of voluntary engagement

53

Characteristics of Healthy Networks: Strategy, Structure



54

Leadership with “network mindset” (e.g., opportunity seeking, facilitative, shares responsibility, connector)

Distributed leadershipLeadership

“Oppenheimer [the founder] was eager to help [other potential interactive museums] beg, borrow, and steal his ideas.”

Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007).

Characteristics of Healthy Networks: Leadership

55

Governance Governance by a group representative of network’s diversity Openness to new ideas and new participation

Administrators 1,648 as of

4/29/09

Bureaucrats29 active as of

12/22/08

Stewards37 as of 3/3/09

Arbitration Committee

16 as of 3/21/09

Registered Users

9,540,944 as of 4/29/09

Characteristics of Healthy Networks: Governance

56

Characteristics of Healthy Networks: Communications, IT


Strategic IT Ample space: on-line and in-person

What’s your connection to mountaintop removal?

57



Characteristics of Healthy Networks: Communications, IT

58

Characteristics of Healthy Networks: Resource Mgt.

Ability to surface network talent Ability to tap excess capacity – talent, access, money

Resource Management

59

Assessment Mechanisms for learning-capture / storytelling Ability to gather and act on feedback

2

Hawaii Island Success: Youth have the capacity to malama the next generation

Goal: All youth are surrounded by effective, integrated

community and relationship

based support they can count on

Goal: Youth are part of and contribute to a thriving community

Action: All systems serving

youth exert a positive and

strengthening influence on

youth and their families

Action: Youth receive support

from parents and other caring

adults

Action: Community organizations actively work with community members to find and engage disconnected youth

in hopes of continuing a positive relationship

Action: Youth create

opportunities to belong, learn new skills, grow, lead, receive support,

participate in decision making and contribute to

civic life

Action: Adults are responsible to malama the

process of growth by being easily accessible and modeling these

positive behaviors

Action: Youth create and

convey positive images of

themselves

Action: Youth have the capacity for commitment

and self discipline

Action: Public and private sectors collaborate to create high

demand sectors where job

numbers, wages and advancement opportunities are

increasing

Action: Youth obtain help to develop financial literacy, manage money and

build assets

Action: Efforts are made to diversify the economy in

Hawaii

Goal: Youth have expanded opportunities for family sustaining

work/occupation

Goal: Youth are prepared for meaningful work, higher

education and/or traditional practices

Action: Teachers create an

environment in their

classrooms where kids can

succeed

Action: Teachers have

training & mentors that allow them to

become effective

Action: Teachers have the necessary training and resources to allow kids to

succeed

Action: Ensure multiple

opportunities and diverse avenues to

acquire academic, vocational,

social, life and resiliency skills

Indicator: % of youth reporting

close neighborhood

ties

Indicator: % of youth with at least 1 adult

they can turn to for

support/advise

Indicator: % parents who

actively participate in public school

Indicator: % of youth reporting close family ties

Indicator: % of youth who

volunteer or mentor

Indicator: High level of

interaction between school and community

members

Indicator: Number of youth who age out of

foster care annually with employment, housing or schooling

Indicator: Youth employment in

high growth sectors and geographies

Indicator: Increase in

youth employment and average salaries

Indicator: # of new businesses in sustainable

agriculture, renewable

energy, green architecture

Indicator: New jobs created by

sector and geography

Indicator: # of public/private

partnerships in new industries

Indicator: Number of

teachers with classroom

competence

Indicator: Teachers

with family supporting

wages

Indicator: % students who

meet and exceed expectation in 3rd

Grade

Indicator: Youth with

basic literacy and numeric

skills

Indicator: % of high school

students going to college

and/or trade apprenticeship

Indicator: Good teachers and

principals with 5+ years exp. In same schoolWork in Progress

Characteristics of Healthy Networks: Assessment

60

How healthy is your network?

61

Network Communications

61

62

Network Leadership and Mindset

62

Heather Grant

[email protected]

Diana Scearce

[email protected]

This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License.

63

Purpose

Participation


Leadership


Resource Management

Assessment











64

Leadership with “network mindset” (e.g., opportunity seeking, facilitative, shares responsibility, connector)

Distributed leadershipLeadership

“Oppenheimer [the founder] was eager to help [other potential interactive museums] beg, borrow, and steal his ideas.”

Characteristics of Healthy Networks: Leadership

Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007).

65

The Network Mindset

Organization Orientation Network Orientation

Mindset

Strategy

Behaviors

Competition

Grow the organization

Compete for resourcesProtect knowledge

Competitive advantageHoard talent

Collaboration

Grow the network

Share resourcesOpen source IP

Develop competitorsCultivate leadership

Source: Forces for Good by Heather McLeod Grant and Leslie R. Crutchfield (2007)Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007).

66

Network Leadership Roles

Source: Building the Field of Dreams by Stephanie Lowell (2007)Source: Peter Plastrik and Madeleine Taylor, “Net Gains: a Handbook for Network Builders Seeking Social Change.” (2006)

Organizer

Funder

Facilitator

Weaver

Coach

Steward

Establishes purpose and value propositions Establishes first links to participants

Provides initial resources for organizing the network

Helps network participants negotiate collective action plans

Works to increase connections among participants May focus on growing the network by connecting to new

participants

Advises organizers, weavers, facilitators, and coordinators

Informally helps to build the network without a formal role

Coordinator Helps participants to undertake collective action Ensures flow of information and other resources

Network Leadership could be one person doing many things, or many people each doing one thing.

67

Tasks of Network Leadership: What Network Leaders Do

Building and Developing the Network

Allocating Resources

Communicating

Managing Technology

ConnectingMembers

CatalyzingAction

Capacity Building/ Coaching

Building Consensus

FacilitatingProcess

Helpful Sources: Peter Plastrik and Madeleine Taylor, “Net Gains: a Handbook for Network Builders Seeking Social Change.” (2006) and June Holley, “Network Weaver Checklist,” (2006).

68

• People oriented / natural connector• Comfortable with ambiguity• Humility / low ego• Systems thinking / see patterns• Ability to identify talents in others• Skilled at group processes /

facilitation (good listening)• Conflict resolution skills• Comfort with technology• Adaptive• Seeks opportunity to share and

spread responsibility

Competencies of Network Leadership

Source: Building the Field of Dreams by Stephanie Lowell (2007)

69

Challenges Faced by Individuals / Network Leaders:

Unlearning past behaviors and frameworks (organizational mindset)

Letting go of control

Managing time and network expectations

Setting boundaries around work

Dealing with information overload

Learning and leveraging new technologies

Measuring your success

Working Wikily Isn’t Easy…


70

What did you learn? Where did score yourself hi/ low?

What are your priority goals for development?

What are three tangible things you can do to strengthen your network leadership?

What would help you achieve these goals?

Is there a correlation between network / leadership diagnostics?

Network Weaver Checklist


71

Strengthening Your Network

71

72

Purpose

Participation


Leadership


Resource Management

Assessment











73

Source: Valdis Krebs and June Holley, “Building Smart Communities through Network Weaving,” (2006). Source for Network Graphic: orgnet.com.

How Networks Progress and Evolve

1. 2.

3. 4. Multi-Hub Small World Core Periphery

Hub and SpokeScattered Clusters

74

Nurture quality connections so projects can be high risk & high impact

Bridge difference. Connect people and ideas that normally don’t go together

Support overlapping projects or collaborations, many very small, initiated by many

Map the network in order to visualize structure, diagnose strengths and weaknesses, and identify strategies for growing the network

Grow and engage periphery to bring in new resources and innovation

A Few Strategies for Strengthening Your Network

Source: Adapted from June Holley, www.networkweaving.com. Source for Network Graphic: orgnet.com

75

The Green and Healthy Building Network: 2005

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

76

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

The Green and Healthy Building Network: 2007

77

Appendix

77

78

250K Individuals Used Networks to Coordinate 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

network effectiveness presentation materials

News & Politics

working wikily

networks networks areoneanswer

network graphic

catalyzing networks

value of networks

science of networks

new technologies source

network boundaries