1. BeijingCambridgeChicagoDelhiDubaiHong KongJohannesburgLondonNetwork Effectiveness: Los AngelesMadridAn Interactive Working Session for Packard ManilaMoscowFoundation Grantees MumbaiMunichMay 27, 2009 New YorkPalo AltoParis Heather Grant San Franciscoheather_grant@monitor.com So Paulo Diana Scearce Seouldiana_scearce@monitor.com ShanghaiSingaporeTokyoTorontoZurich This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License. 1

2. Network Basics2 3. Networks Are Changing the Way the World Works Source for Network Graphic: orgnet.com3 4. Obama Used Networks to Mobilize 13 M SupportersOne of my fundamental beliefsis that real change comes from the bottom up. And theres no more powerful tool for grass-roots organizing than the Internet. Barack Obama 4 5. 10K+ Activists Protested Elections in Moldovasix people, 10 minutes for brainstorming and decision-making, several hours of disseminating information through networks, Facebook,blogs, SMSs and e-mail. Natalia Morar, ThinkMoldova5 6. Were Witnessing the Death of Old ModelsWhile newspaper circulation has long been in decline, the latest figures show the drop is acceleratingWeekday circulation declined7.1% for the six months that ended March 31, compared with the previous year. New York Times, April 27,20096 7. And New Models Are Emerging7 8. As a Result, the Way Our Work Gets Done Is Changing8 9. Many Nonprofits Need to Find Ways to Leverage NetworksIncreasing Number of NonprofitsMore Competition for Resources Many Nonprofits Not at Scale(82% of nonprofits operate on annual budgets ofunder $1 million)Networks are one answer for increasingefficiency and impact Source: The Non-Profit Sector in Brief, National Center for Charitable Statistics, 2008.9 10. What Do We Mean by Networks? Groups of individuals or organizationsConnected around a common purposeLots of participantsAbility to self-organizeFueled by new technologies Source for Network Graphic: orgnet.com10 11. Networks Have Been Around for a Long Time 11 12. There Are New Technologies for Sharing Content and new online spaces for building relationships 12 13. Advances in the Science of Networks and Complexity Source for Network Graphic: orgnet.com13 14. Combined with Established Practices for Engaging Groups Source for Network Graphic: orgnet.com 14 15. The Result = Working Wikily wikis and other social media tools are engendering a new, networked mindseta way of working wikilythat is characterized by principles of openness, transparency,decentralized decision-making, and distributed action. quot; - Working Wikily 2.0Source for Network Graphic: orgnet.com15 16. What Do We Mean by Working Wikily? Established Ways of Working Wikily Working Centralized Decentralized Firmly controlled Loosely controlled Planned Emergent Proprietary Public One-way Two-way communicationconversationWhere are you on these continuums? The answer will bedifferent for different situations 16 17. Working Wikily Can Address Diverse ChallengesProblemWorking Wikily Potential Isolation Build community Unmet needs Engage people Lack of power Advocate for policy change Duplication and fragmentation of Coordinate resources and services effort Lack of shared knowledge Develop and share knowledge Untapped talent and wisdom Innovate Suboptimal impact and Get to scale challenges with growth 17 18. Build Community 1980:2008: 205 Members22,000 Membersattending each week18 19. Engage People 1985:2008: 400,000Single-site Effort Volunteers in in US104 Countries 19 20. Advocate for Policy Change 1998: Email to2008: 3.2 Million100 friends Members20 21. Coordinate Resources and ServicesTotal LoansTotal Loans2006: $1 million 2009: $66 million21 22. Develop and Share Knowledge14 Countries 1,300 Trained Volunteers Interagency Program Integrated Fire Management 22 23. Innovate Internal, Open SourcingProprietarySocial R&D LabsSolutions23 24. Get to Scale- EGYPT- transformingcommunities through collaborations to address rootcauses of poverty and homelessnessTypical HFH countryIn Egypt, HFH builds 1,000 programs produce 200houses a year, on houses each yearaverageSource: Jane Wei-Skillern and Kerry Herman, Habitat for HumanityEgypt, Harvard Business School Cases, October 3, 2006. 24 25. Working Wikily Isnt EasyCommon 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 Source for Network Graphic: orgnet.com25 26. Eight Lessons Were Learning About Working Wikily 1. Design your experiments around a problem to solve, notthe tools 2. Experiment a lot, invest in understanding what works andwhat doesnt, 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 thisknowledge 6. Push power to the edges 7. Balance bottom-up and top-down strategies fororganizing people and effort 8. Be open and transparent; share what you aredoing and learning as a matter of course 26 27. Understanding Your Network Source for Network Graphic: orgnet.com27 28. How Are Networks Structured? 28 29. A Few Helpful DefinitionsCluster Periphery CoreHubLink Node 29 30. Network Structures Can Take Many Forms Source for Network Graphics: orgnet.com 30 31. A Typology of Organizing Structures Centralized Nonprofit organizations(without explicit networkstructure) Membershiporganizations(Organizations withnetwork component) Nonprofits with explicitnetwork strategy andstructure Coalition / Alliance(network of organizations) Networks of networksAd hoc networks Decentralized Note: These categories often overlap. Most of the examples fit in to multiple categories. Developed from: Plastrik, Taylor, Net Gains, (2006); Anklam, Net Work, (2007); Krebs, Holley. Building Smart Communities, (2006).Source for Network Graphics: orgnet.com 31 32. Nonprofits without Explicit Network Structure Good for: Speed of execution, efficiency Quality control, reliability Service-delivery Accountability32 33. Membership Organizations Good for: Engaging, mobilizing large groups Fundraising Question: Is the nature of membership changing?33 34. Nonprofits with Explicit Network Structure (Hub-Spoke) Good for: Coordination of activity Controlled knowledge transfer Resource sharing34 35. Nonprofits with Explicit Network Structure (Multi-Hub) Good for: Rapid diffusion of knowledge Rapid mobilization Efficient access to knowledge or local relationships35 36. Coalition / Alliance Good for: Complex coordination & co-creation Contained knowledge transfer Organizing around joint goals36 37. Networks of NetworksOrganizationsGood for: Innovation Environment scanning Movement building Resilient & adaptive actionSource for Network Graphic: orgnet.com 37 38. Ad Hoc NetworksIndividualsGood for: Connecting people/ info across networks Spontaneous, quick action Aggregating small gifts/ actionsSource for Network Graphic: orgnet.com38 39. Social Network Mapping: A Tool for Visualizing Your Network 39 40. Whats Possible from Network Mapping? Visualize the network: see connections withinthe system Make visible network resources, and see flowof resources Spark a conversation among participants Assess the health of a network, diagnose Assess change in network over time Source for Network Graphic: June Holley40 41. Network Mapping Can Be Simple and Low-Tech Source: June Holley41 42. Or More High-Tech42 43. How Is Network Mapping Done? FrameValidate &IdentifyCollectAnalyzetheDiscuss NextData DataProblemResults Steps Goal Surveys Specialized Preliminary Planning Problem/ Interviewsnetwork review Training Opportunity Focus groupsmapping One-on-one Organizational Hypotheses Data mining software helpsinterviews Changes Who/ to understand Interactive Specific Boundaries data: feedback interventions Relationships/ Visually (Maps) session Flows Quantitatively Formal Demographics (Metrics) presentationFollow up Framework developed by Roberto Cremonini, Barr Foundation 43 44. Using Network Maps to Increase Service Coordination44 45. Process Used to Map the Youth Development Network 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 coaching45 46. Maps Were Used to Analyze the NetworkA map of the different networks shows fairly loose connections Network by Organization TypeGovernmentFoundationNon-ProfitFor-ProfitSchoolUnknownReligiousOther 46 47. Now, youre going to map your networks Choose which network you wantto focus on Clarifyif it is unbounded orbounded 47 48. Making Sense of Your Network StructureDirections: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. Hows it working? Does it match your purpose? 4. How might your structure evolve / improve? Source for Network Graphics: orgnet.com48 49. Network Diagnosis: Characteristics of Healthy Networks 49 50. Characteristics of Healthy Networks: Overview Clearly articulated purposePurpose Delivers value/ outcomes to members TrustParticipation Diversity High engagement Strategy and Balance of top-down and bottom-up logic Structure Space for self-organized action Leadership with network mindset Leadership Distributed leadership Governance by a group representative of the networks diversity Governance OpennessCommunications & Strategic ITTechnology Ample shared space: on-line and in-personResource Ability surface network talentManagement Ability to tap excess capacity Learning-capture Assessment Ability to gather and act on feedbackHelpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky 50 51. Characteristics of Healthy Networks: Purpose Clearly articulated purposePurpose Delivers value / outcomes to members51 52. Characteristics of Healthy Networks: Participation Trust: strong relationships Participation Diversity: bridging and valuing differences High level of voluntary engagement52 53. Characteristics of Healthy Networks: Strategy, StructureStrategy and Balance of top-down and bottom-up logicStructure Space for self-organized action53 54. Characteristics of Healthy Networks: Leadership Leadership with network mindset (e.g., opportunity seeking,Leadership facilitative, shares responsibility, connector) Distributed leadershipOppenheimer [thefounder] was eager tohelp [other potentialinteractive museums]beg, borrow, and stealhis ideas. Source: Heather McLeod Grant and Leslie R. Crutchfield, Forces for Good, (2007).54 55. Characteristics of Healthy Networks: Governance Governance by a group representative of networks diversity Governance Openness to new ideas and new participation ArbitrationCommittee16 as of 3/21/09 Stewards37 as of 3/3/09 Bureaucrats29 active as of 12/22/08 Administrators1,648 as of4/29/09Registered Users9,540,944 as of4/29/0955 56. Characteristics of Healthy Networks: Communications, ITCommunications Strategic IT& Technology Ample space: on-line and in-person Whats your connection to mountaintop removal?56 57. Characteristics of Healthy Networks: Communications, ITCommunications Strategic IT& Technology Ample shared space: on-line and in-person57 58. Characteristics of Healthy Networks: Resource Mgt.Resource Ability to surface network talentManagement Ability to tap excess capacity talent, access, money58 59. Characteristics of Healthy Networks: Assessment Mechanisms for learning-capture / storytelling Assessment Ability to gather and act on feedbackHawaii IslandSuccess: Youth have the capacity to malama the nextgeneration Goal: All youth are surrounded Goal: Youth are part of and Goal: Youth have expanded Goal: Youth are prepared forby effective, integrated contribute to a thriving community opportunities for family sustaining meaningful work, highercommunity and relationshipwork/occupationeducation and/or traditionalbased support they can count onpractices Action: AllAction: YouthAction: Youth Action: Adults are Action: Public andAction: Efforts are Action: Action:systems servingreceive supportcreate responsible to private sectors made to diversify Teachers Teachers haveyouth exert a from parents andopportunities tomalama thecollaborate to the economy in create anthe necessary positive andother caringbelong, learn new process of growthcreate highHawaii environment in training andstrengthening adults skills, grow, lead,by being easilydemand sectorstheirresources to influence on receive support,accessible andwhere jobclassrooms allow kids to youth and theirparticipate inmodeling these numbers, wages where kids can succeedfamiliesdecision makingpositive behaviors and advancementsucceed and contribute to opportunities are Action: Ensure civic lifeincreasing Action:multiple Action: Community organizationsopportunitiesactively work with community membersTeachers have Action: Youth Action: YouthAction: Youth obtain help to developtraining & and diverseto find and engage disconnected youthhave the capacity create andavenues toin hopes of continuing a positivefinancial literacy, manage money andmentors thatfor commitmentconvey positive build assets allow them to acquirerelationship and self discipline images ofacademic, becomethemselves effectivevocational, social, life and resiliency skills Indicator: % ofIndicator: % of Indicator: % ofIndicator: HighIndicator: YouthIndicator: Indicator: Indicator:youth reportingyouth with atyouth who level ofemployment in Increase in Number ofTeachers close least 1 adult volunteer or interactionhigh growth youthteachers withwith family neighborhoodthey can turn tomentor between school sectors andemployment andclassroomsupportingtiesfor and communitygeographiesaverage salaries competencewagessupport/advise membersIndicator:Indicator: % Indicator:Number of youthIndicator: # ofIndicator: Newstudents whoYouth with Indicator: %Indicator: % of who age out of new businesses jobs created bymeet and exceedbasic literacy parents who youth reporting foster carein sustainablesector andexpectation in 3rd and numericactively close family tiesannually with agriculture,geography Grade skills participate in employment, renewable public school housing orenergy, greenIndicator: % ofschoolingarchitectureIndicator: # of high schoolpublic/privateIndicator: Goodstudents going partnerships inteachers andto college new industries principals with 5+and/or tradeyears exp. Inapprenticeship same school Work in Progress 259 60. How healthy is yournetwork? 60 61. Network Communications61 61 62. Network Leadership and Mindset 6262 63. Characteristics of Healthy Networks: Overview Clearly articulated purposePurpose Delivers value/ outcomes to members TrustParticipation Diversity High engagement Strategy and Balance of top-down and bottom-up logic Structure Space for self-organized action Leadership with network mindset Leadership Distributed leadership Governance by a group representative of the networks diversity Governance OpennessCommunications & Strategic ITTechnology Ample shared space: on-line and in-personResource Ability surface network talentManagement Ability to tap excess capacity Learning-capture Assessment Ability to gather and act on feedbackHelpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky 63 64. Characteristics of Healthy Networks: Leadership Leadership with network mindset (e.g., opportunity seeking,Leadership facilitative, shares responsibility, connector) Distributed leadershipOppenheimer [thefounder] was eager tohelp [other potentialinteractive museums]beg, borrow, and stealhis ideas. Source: Heather McLeod Grant and Leslie R. Crutchfield, Forces for Good, (2007).64 65. The Network Mindset Organization Orientation Network Orientation Mindset Competition CollaborationStrategy Grow the organization Grow the networkCompete for resourcesShare resources Protect knowledgeOpen source IPBehaviors Competitive advantageDevelop competitorsHoard talentCultivate leadershipSource: Heather McLeod Grant and Leslie R. Crutchfield, Forces for Good, (2007). Source: Forces for Good by Heather McLeod Grant and Leslie R. Crutchfield (2007) 65 66. Network Leadership RolesNetwork Leadership could be one person doing many things, or manypeople each doing one thing. Establishes purpose and value propositionsOrganizer Establishes first links to participantsFunder Provides initial resources for organizing the network Weaver Works to increase connections among participants May focus on growing the network by connecting to new participantsFacilitator Helps network participants negotiate collective action plans Helps participants to undertake collective actionCoordinator Ensures flow of information and other resourcesCoach Advises organizers, weavers, facilitators, and coordinators Steward Informally helps to build the network without a formal roleSource: Peter Plastrik and Madeleine Taylor, Net Gains: a Handbook for Network Builders Seeking Social Change. (2006) Source: Building the Field of Dreams by Stephanie Lowell (2007) 66 67. Tasks of Network Leadership: What Network Leaders Do Building and Developing the NetworkConnecting Capacity Building/Members CoachingAllocating Catalyzing Resources ActionBuilding CommunicatingConsensus ManagingFacilitatingTechnologyProcessHelpful Sources: Peter Plastrik and Madeleine Taylor, Net Gains: a Handbook for Network Builders Seeking Social Change. (2006) and June Holley, Network Weaver Checklist, (2006).67 68. Competencies of Network LeadershipPeople 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 andspread responsibility Source: Building the Field of Dreams by Stephanie Lowell (2007) 68 69. Working Wikily Isnt Easy 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 Source for Network Graphic: orgnet.com69 70. Network Weaver Checklist 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 tostrengthen your network leadership? What would help you achieve these goals? Is there a correlation between network / leadershipdiagnostics?Source for Network Graphic: orgnet.com70 71. Strengthening Your Network 7171 72. Characteristics of Healthy Networks: Overview Clearly articulated purposePurpose Delivers value/ outcomes to members TrustParticipation Diversity High engagement Strategy and Balance of top-down and bottom-up logic Structure Space for self-organized action Leadership with network mindset Leadership Distributed leadership Governance by a group representative of the networks diversity Governance OpennessCommunications & Strategic ITTechnology Ample shared space: on-line and in-personResource Ability surface network talentManagement Ability to tap excess capacity Learning-capture Assessment Ability to gather and act on feedbackHelpful Sources: M. Kearns and K. Showalter; J. Holley and V. Krebs; P. Plastrik and M. Taylor; J. W. Skillern; C. Shirky 72 73. How Networks Progress and Evolve1. Scattered Clusters 2.Hub and Spoke 3. Multi-Hub Small World4.Core Periphery Source: Valdis Krebs and June Holley, Building Smart Communities through Network Weaving, (2006). Source for Network Graphics: orgnet.com. 73 74. A Few Strategies for Strengthening Your NetworkNurture quality connections so projectscan be high risk & high impact Bridge difference. Connect people andideas that normally dont go together Support overlapping projects orcollaborations, many very small,initiated by many Map the network in order to visualizestructure, diagnose strengths andweaknesses, and identify strategies forgrowing the network Grow and engage periphery to bring innew resources and innovation Source: Adapted from June Holley, www.networkweaving.com. Source for Network Graphic: orgnet.com74 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 75 76. The Green and Healthy Building Network: 2007 Source: Barr Foundation Green and Healthy Building Network Case Study by Beth Tener, Al Neirenberg, Bruce Hoppe 76