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For the past couple of years I have been involved in varying degrees and for varying lengths of time with a number of efforts around the New England region to build city and state-wide movement and infrastructure to achieve greater impact around a number of different issue areas. Whether or not these efforts have expressly used the word “network,” (all embrace the core concept of multi-stakeholder collaboration), they are all trying to create, develop, or reinforce more inclusive, distributed, and efficient means of achieving significant systemic change.
Ultimately each of these efforts has steered clear of adopting an exact replica of a network structure that is working elsewhere, implicitly understanding my friend and mentor Carol Sanford’s mantra that “best practice obliterates essence.” Instead, within and across these efforts they have been articulating some common “design principles” that guide their emergent and evolving structure. Among these are some form of the following: Read More
I’m keen on redefining my relationship with “stuff.” I think it is an essential aspect of truly being in movement. Consumerism is at the heart of the challenges we face as a humanity. When was the last time you watched “The Story of Stuff?”
I have no intention of becoming a monk, so as long I have to buy some stuff, why not be as conscious as I can about it? A BIG reason why I like this IOU Project.
Thanks to the Knight Foundation and the Monitor Institute for this wonderful report, which helps to put networks more firmly on the social change map and in the minds of funders. Check out the full report here and/or listen to a webinar on the subject by clicking here.
Osama Bin Laden is back on the headlines. We can find many lessons about networks in our struggle with this man and the ideology of terror that he came to represent. When talking about networks I often refer to The Starfish and the Spider, the excellent book by Brafman and Beckstrom that has now become a sort of Tea Party organizing manual. No matter what we think about Bin Laden, Al-Queda is more of a starfish, an organization that is “headless” while having many legs. On the other hand, the Government of the United States is most definitely a spider, an organization has one head controlling its many legs.
If Bin Laden had been a leader in the traditional sense Read More
I’m currently engaged in a number of network building efforts, each different in scope and scale, all focused on leadership and collaboration. My work with the Barr Fellows is one such effort. I have been working closely with the 2009 cohort of fellows and will be working closely with the 2011 cohort. I am also working on the effort to integrate all four cohorts into a Barr Fellows Network; a leadership network that can significantly affect social change in Boston. Read More
I love thinking about this stuff with you – specially given the privilege that we have in actualizing these innovations through our most exciting client work. We have to look a lot more deeply into what we are each calling a network. As implied in my tweet of the Jeff Stamps quote:
“The evolution is from systems, to complexity to networks – these transcend and include each other.” Read More
Was just thinking of you, especially in light of the following tweet, which I really want to discuss with you (and others at IISC if they are interested) – The evolution is from systems, to complexity to networks – these transcend and include each other. Great stuff, and I want to explore this more. I want to understand it better. Read More
The following is a post by Steve Waddell in NetDev….
Last week I presented maps for a Renew Boston (RB) group. Although the maps are preliminary, they provide a good illustration of how the two methodologies used can be complementary. They present a nice case study about use of maps.
Why map? Here’re the reasons I give:
To “see” the whole “change field”…rather than limited individual perspectives
To create collective visions and theories of change
To understand current relationships and how work is currently done
To understand how relationships/work flows should change
Define implications of changes to identify key leverage points for optimal influence and conflicts, synergies and gaps
|Photo by Vvillamon|http://www.flickr.com/photos/villamon/4468869725|
In a recent article in Administration and Society, Sonia M. Ospina and Angel Saz-Carranza consider how it is that leadership in multi-organizational networks carries out vital balancing acts. On the one hand, they consider ways to navigate the internal tension between creating unity and honoring diversity among stakeholders. On the other hand, they look at how the balance is struck between confrontation and dialogue when doing outward-facing work. The source of their insights are the experiences of two urban immigration coalitions in the United States.
By way of summary, to successfully address paradox in the context of balancing unity and diversity inside the network, Ospina and Saz-Carranza observed leadership doing the following: Read More
Malcolm Gladwell has certainly whipped up something of a firestorm, at least among social media and network enthusiasts. In a sense, his timing couldn’t be better as this very morning IISC staff gathers with some very bright and committed network building thinkers and consultants to take our ongoing conversation about networks for social change the next step, with some practical application in our collective sights. I expect, and hope, that some of the energetic on-line conversation Gladwell has inspired in our community will continue during this in-person gathering.
Malcolm Gladwell has certainly whipped up something of a firestorm, at least among social media and network enthusiasts. In a sense, his timing couldn’t be better as this very morning IISC staff gathers with some very bright and committed network building thinkers and consultants to take our ongoing conversation about networks for social change the next step, with some practical application in our collective sights. I expect, and hope, that some of the energetic on-line conversation Gladwell has inspired in our community will continue during this in-person gathering.
Malcolm Gladwell has certainly whipped up something of a firestorm, at least among social media and network enthusiasts. In a sense, his timing couldn’t be better as this very morning IISC staff gathers with some very bright and committed network building thinkers and consultants to take our ongoing conversation about networks for social change the next step, with some practical application in our collective sights. I expect, and hope, that some of the energetic on-line conversation Gladwell has inspired in our community will continue during this in-person gathering.
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