1. Beijing Cambridge Chicago Delhi Dubai Hong Kong Johannesburg London Los Angeles Madrid Manila Social Change with a Network Mindset Stanford Nonprofit Management Institute Oct. 7, 2009 Heather McLeod Grant heather_grant@monitor.com Moscow 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. Who is the Monitor Institute? We are… part consulting firm, drawing on the talents of our own dedicated team and the resources of the global professional services firm, Monitor Group. part think tank, analyzing and anticipating important shifts in the rapidly changing context that leaders must navigate. part incubatorof new approaches. We work with clients and partners to test and prove new models for social impact.

3. How can Networks Accelerate Social Impact? In partnership with the David & Lucile Packard Foundation, Monitor Institute explored the role of social networks and social media in the non-profit sector

4. Theory: Building Our Knowledge (IP) Convened Experts Scanned Literature Scanning Environment Network Resources Inventory Case Study Research ToolsandTraining Blog

5. Action: Pilot Projects Ecosystem-Based Management (EBM) Networks Nitrogen Wiki Mapping Networks in Salinas Network Effectiveness (ONE) Support Farm Bill Network Mapping

6. Monitor Institute’s Network Practice Publications: “Working Wikily 2.0” Knowledge Building Blog: workingwikily.net Membership Organizations Research Capacity Building & CoPs Net Effectiveness Working Sessions Network of Network Funders COP Client Service Integration of Net Effectiveness into TMI toolkit Projects with Monitor Institute clients

7. Objectives for Today’s Presentation Share network frameworks and tools that we’ve developed Use brief “case studies” to illustrate network approaches Help you be more effective in your networks

8. What are Networks? Groups of individuals or organizations connected through meaningful relationships.

9. We’re most Interested in Networks With… Many participants Ability to self-organize Fueled by new technologies Collaborative mindset and behaviors Source of photo: http://www.midnightpoutine.ca/archives/flashmob1.jpg

10. Networks Have Been Around Forever…

11. New Technologies for Sharing Content… …New Online Spaces for Building Relationships

13. “Working Wikily” = With a Network Mindset “… 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

15. Loosely controlled

16. Emergent

17. Open, shared

18. Relational

20. Firmly controlled

21. Planned

22. Proprietary

23. Transactional

24. One-way communications Where are you? The answer will be different for different situations

28. The Way Our Work Gets Done Is Changing

31. Unmet needs

32. Lack of power

33. Duplication and fragmentation of effort

34. Lack of shared knowledge

35. Untapped talent and wisdom

36. Suboptimal impact and challenges with growth

37. Build community

38. Engage people

39. Advocate for policy change

40. Coordinate resources and services

41. Develop and share knowledge

42. Innovate

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

45. Advocate for Policy Change 2009: 5+ Million Members 1998: Email to 100 friends

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

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

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

49. - 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.

50. Quick Conversations Exercise Turn to your neighbor and share: A personal network I’m part of and purpose. . . A network I’ve worked with professionally. . . My biggest questions are… Source: June Holley

51. Understanding Networks Source: orgnet

53. Membership organizations

54. Nonprofits with explicit network structure

55. Coalition / Alliance

56. Networks of networks

57. Ad hoc networksDecentralized Note: These categories often overlap. Most of the examples fit in to multiple categories. Developed from: Plastrik and Taylor, “Net Gains,” (2006); Patti Anklam, “Net Work,” (2007); Krebs and Holley. “Building Smart Communities,” (2006). Source: orgnet

58. How Do Movements and Campaigns Relate to Networks? Movement Campaign Network A large, informal grouping that brings people together around shared values, and provides strategy and structure for collective action An organized effort which attempts to persuade others to change 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

59. Periphery Cluster Link Node Core Hub A Few Helpful Definitions Source: Monitor Institute

61. Sociologists & Teachers in the 50sSource: June Holley

62. Network Mapping can be Low-Tech… Source: June Holley

63. …Or More High-Tech

65. Make visible network resources, flow

66. Spark a conversation among participants

67. Diagnose the “health” of a network

68. Assess change in network over timeSource: June Holley

69. Salinas Network Mapping Pilot

70. 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

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

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

73. Network Diagnosis:Characteristics of Healthy Networks

75. Delivers value/ outcomes to participants

76. Trust

77. Diversity

83. 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

84. Leading with a Network Mindset

86. Collective

87. Facilitation

88. Emergent

89. Relational, connected

90. Bottom-up

91. Process-oriented

92. Position, authority

93. Individual

94. Control

95. Directive

96. Transactional

97. Top-down

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

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

104. What is the Work of Network Leadership? Convene diverse people and groups Engage network participants Generate collective action Broker connections and bridge difference Build social capital – emphasize trust Nurture self-organization Genuinely participate Leverage technology Create, 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

105. A Few Challenges Faced by Network Leaders Unlearning past behaviors and frameworks Engaging and inspiring network participants 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

106. Quick Conversations Exercise Turn to your neighbor and share: Would any of these tools be valuable to help you understand your networks? How might you contribute to developing or leading a network? What are the barriers to working more wikily?

108. Loosely controlled

109. Emergent

110. Open, shared

111. Relational

113. Firmly controlled

114. Planned

115. Proprietary

116. Transactional

117. One-way communications What would it take for you to work more wikily?

118. Eight Lessons We’re Learning Design your experiments around a problem, not the tools Experiment a lot, make only new mistakes Set appropriate expectations for time and effort required Prioritize human elements like trust and fun Understand your position within networks Push power to the edges Balance bottom-up and top-down strategies Be open and transparent

119. So, Whether You’re Launching New Networks… Mom’s rising is new organization designed using network principles: open, flat, flexible, collaborative, adaptive, fast

120. …or Transforming Old Organizations… AJLI: an older organization using network principles to transform itself

121. The Choice is Yours Board Executive Director VP VP VP Manager Manager Manager Manager Manager Manager Manager Manager MEMBERS

122. Thank You! Additional Resources: Networks Resources page on blog Barr Foundation IISC - collaboration Leadership Learning Community Thinkers: Clay Shirky, Marshall Ganz, Peter Plastrik & Madeline Taylor, Bill Trainer, June Holley, Marty Kearns, etc. Beth’s Blog www.beth@typepad.org WeAreMedia training N-Ten, TechSoup, Net-Squared Case Foundation New Organizing Institute Personal Democracy Forum Blog (twitter): www.workingwikily.net Stanford Continuing Studies, Winter ’10 Website: www.monitorinstitute.com