1. Beijing Cambridge Chicago Delhi Dubai Hong Kong Johannesburg London Los Angeles Madrid Manila Moscow Network Effectiveness: An Interactive Working Session for Sexual and Reproductive Health Rights and Justice Leaders October 6, 2009 Diana Scearce (Diana_Scearce@monitor.com) Mumbai Munich New York Palo Alto Paris San Francisco São Paulo Seoul Shanghai Singapore Tokyo Toronto This work is licensed under the Creative Commons Attribution Share Alike 3.0 Unported License. Zurich

2. Network Basics

3. Networks Are Changing the Way the World Works Source for Network Graphic: orgnet.com

7. The Way Our Work Gets Done Is Changing

8. Nonprofits Need to Find Ways to Scale 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 Networks are oneanswer 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.

9. What are networks? Groups of individuals or organizations connected through meaningful relationships.

10. We’re most interested in networks with… Many participants Ability to self-organize Fueled by new technologies Source of photo: http://www.midnightpoutine.ca/archives/flashmob1.jpg

11. Networks Have Been Around for a Long Time…

12. There Are New Technologies for Sharing Content… …and new online spaces for building relationships

14. The Result = “Working Wikily” “… 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 Source for Network Graphic: orgnet.com

16. Firmly controlled

17. Planned

18. Proprietary

20. Loosely controlled

21. Emergent

22. Public

23. Two-way conversation Where are you on these continuums? The answer will be different for different situations

25. Unmet needs

26. Lack of power

27. Duplication and fragmentation of effort

28. Lack of shared knowledge

29. Untapped talent and wisdom

30. Suboptimal impact and challenges with growth

31. Build community

32. Engage people

33. Advocate for policy change

34. Coordinate resources and services

35. Develop and share knowledge

36. Innovate

38. Engage People 2008: 400,000 Volunteers in 104 Countries 1985: Single-site Effort in US

39. Advocate for Policy Change 2008: 3.2 Million Members 1998: Email to 100 friends

40. Coordinate Resources and Services Total Loans 2009: $66 million Total Loans 2006: $1 million

41. Develop and Share Knowledge 14 Countries 1,300 Trained Volunteers Interagency Program Integrated Fire Management

42. Innovate “Open Sourcing Social Solutions” Internal, Proprietary R&D Labs

43. - EGYPT- Get to Scale …transformingcommunities through collaborations to address root causes of poverty and homelessness Typical HFH country programs produce 200 houses each year In Egypt, HFH builds 1,000 houses a year, on average Source: Jane Wei-Skillern and Kerry Herman, “Habitat for Humanity—Egypt,” Harvard Business School Cases, October 3, 2006.

45. Designing and catalyzing networks

46. Determining network boundaries

47. Building trust among participants

48. Participant engagement and communications

49. Managing and adapting to evolution and growth

50. Tracking and evaluating impactSource for Network Graphic: orgnet.com

51. Eight Lessons We’re Learning About “Working Wikily” Design your experiments around a problem to solve, not the tools Experiment a lot, invest in understanding what works and what doesn’t, and make only new mistakes Set appropriate expectations for time and effort required Prioritize human elements like trust and fun Understand your position within networksand act on this knowledge Push power to the edges Balance bottom-up and top-down strategies for organizing people and effort Be open and transparent; share what you are doing and learning as a matter of course

52. Understanding Your Network Source for Network Graphic: orgnet.com

53. How Are Networks Structured?

54. Periphery Cluster Link Node Core Hub A Few Helpful Definitions

55. Network Structures Can Take Many Forms Source for Network Graphics: orgnet.com

57. Membership organizations (Organizations with network component)

58. Nonprofits with explicit network strategy and structure

59. Coalition / Alliance (network of organizations)

60. Networks of networks

61. Ad hoc networksDecentralized 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

63. Quality control, reliability

64. Service-delivery

66. Fundraising

68. Controlled knowledge transfer

69. Resource sharingNonprofits with Explicit Network Structure (Hub-Spoke)

71. Rapid mobilization

72. Efficient access to knowledge or local relationshipsNonprofits with Explicit Network Structure (Multi-Hub)

74. Contained knowledge transfer

75. Organizing around joint goalsCoalition / Alliance

77. Environment scanning

78. Movement building

79. Resilient & adaptive actionNetworks of Networks—Organizations Source for Network Graphic: orgnet.com

81. Spontaneous, quick action

82. Aggregating small gifts/ actionsAd Hoc Networks—Individuals Source for Network Graphic: orgnet.com

83. How do movements and campaigns relate to networks? Movement Campaign Network A large, informal grouping that brings people together around shared values, provides structure and strategy for collective action, results in ‘new rules’ An organized effort conducted by one group, which attempts to persuade others to accept, modify, or abandon certain ideas, attitudes, practices, or behavior Groups of individuals or organizations connected through meaningful relationships Choose Justice: Campaign to Protect Roe Pro-Choice Movement Sources: Movement def’n- LokmanTsui on Marshall Ganz (www.lokman.org). Campaign def’n- Kotter Philip, Ned Roberto and Nancy Lee. Social Marketing: Improving the Quality of Life. Movement image - commondreams.org. Network graphics: orgnet.com

84. Social Network Mapping: A Tool for Visualizing Your Network

86. Make visible network resources, and see flow of resources

87. Spark strategic conversation among participants

88. Assess the “health” of a network, diagnose

89. Assess change in network over timeSource for Network Graphic: June Holley

90. Network Mapping Can Be Simple and Low-Tech… Source: June Holley

91. …Or More High-Tech

93. Problem/ Opportunity

94. Hypotheses

95. Who/Boundaries

96. Relationships/Flows

97. Demographics

98. Surveys

99. Interviews

100. Focus groups

101. Data mining

102. Specialized network mapping software helps to understand data:

103. Visually (Maps)

104. Quantitatively (Metrics)

105. Preliminary review

106. One-on-one interviews

107. Interactive feedback session

108. Formal presentation

109. Planning

110. Training

111. Organizational Changes

112. Specific interventionsFollow up Framework developed by Roberto Cremonini, Barr Foundation

113. Using Network Maps to Increase Service Coordination

115. Sent out survey to collect data; entered data into software

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

117. Analyzed maps to identify network development opportunities

118. Group continues to meet; on-going network coachingProcess Used to Map the Youth Development Network

119. Network by Organization Type Government Foundation Non-Profit For-Profit School Unknown Religious Other Maps Were Used to Analyze the Network A map of the different networks shows fairly loose connections

122. Characteristics of Healthy Networks

124. Delivers value/ outcomes to participants

125. Trust

126. Diversity

133. 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

136. Diversity: bridging and valuing differences

139. Shared leadershipLeadership Characteristics of Healthy Networks: Leadership

144. ‘Digital socialism’

145. Membership

146. ‘Freemium’

147. Free

150. Network Leadership and Mindset 65

152. Delivers value/ outcomes to participants

153. Trust

154. Diversity

161. 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

162. The Network Mindset Organization Orientation Network Orientation Mindset Competition Collaboration Strategy Grow the organization Grow the network Behaviors Compete for resources Protect knowledge Competitive advantage Hoard talent Share resources Open source IP Develop competitors Cultivate leadership Source: Heather McLeod Grant and Leslie R. Crutchfield, “Forces for Good,” (2007).

163. Leading with a Network Mindset

165. Collective

166. Facilitation

167. Emergent

168. Relational, connected

169. Bottom-up

170. Process-oriented

171. Position, authority

172. Individual

173. Control

174. Directive

175. Transactional

176. Top-down

177. Action-orientedWhat would it take for you to work more wikily?

180. May focus on growing the network by connecting to new participants

183. What is the Work of Network Leadership? Convene diverse people and groups Engage network participants Generate cooperation and collective action Broker connections and bridge difference Build social capital – emphasize trust and reciprocity Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009) Source of picture: flickr

184. What is the Work of Network Leadership? Nurture self-organization Genuinely participate. Influence from the inside Leverage technology Create, preserve, and protect network ‘space’ Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009) Source of picture: flickr

185. What are the characteristics and skills of an effective network leader (and leader of ‘net work’)? Source for Network Graphic: orgnet.com

186. A Few Challenges Faced by Network Leaders Unlearning past behaviors and frameworks (organizational mindset) Engaging and inspiring network participants without being controlling Letting go of control Determining network boundaries Dealing with information overload Making the case; measuring success Learning and leveraging new technologies Source of images: Cut Throat Communications, Blog.com, Rutgers University RU FAIR, Kodaikanal International School, flickr

188. What are the skills and characteristics that will help you succeed?

189. Which are your strengths? Which do you need to work on?

191. How Networks (Often) Progress and Evolve 1. 2. Hub and Spoke Scattered Clusters 3. 4. Multi-Hub Small World Core Periphery Source: Valdis Krebs and June Holley, “Building Smart Communities through Network Weaving,” (2006). Source for Network Graphics: orgnet.com.

192. A Few Strategies for Strengthening Your Network Close triangles Nurture quality connections Bridge difference Support overlapping projects Map the network Grow and engage the periphery Source: Adapted from June Holley, www.networkweaving.com. Source for Network Graphic: orgnet.com

193. The Green and Healthy Building Network: 2005 Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe

194. Source: Barr Foundation “Green and Healthy Building Network Case Study” by Beth Tener, Al Neirenberg, Bruce Hoppe The Green and Healthy Building Network: 2007