“Connections create value. The social era will reward those organizations that realize they don’t create value all by themselves. If the industrial era was about building things, the social era is about connecting people, ideas and things.”
-Nilofer Merchant (entrepreneur, business strategist, author)
Image description: A watercolor illustration of forest filled with mushrooms and trees whose canopies resemble mushroom tops. A winding path, glowing softly in yellow, leads deeper into the scene, inviting exploration. From Allison Saeng via Unsplash+.
Our new Communications Manager, Sandra Herrera, asked a great question the other day: “Why is network weaving needed now?” She wasn’t offering this as a doubtful challenge, but to help us to hone our messaging around why more people should consider the power of tending to connectivity in these times.
The first three things that occurred to me in answer to Sandra’s question were the following:
Isolation is hazardous to our sense of wellbeing; or viewed positively, connectedness is an important social determinant of health.
Crisis demands creativity and to be creative we need connectionsto others, and in particular to do bridging work with those of diverse experiences and perspectives.
Feeding other people with helpful and uplifting informationand resources, and seeking this from those around us, can bring both light and warmth to a world that can sometimes feel is lacking.
It is important to acknowledge that not every connection is necessarily good for us. We can be negatively impacted or harmed by those around us and by some of the information and energies that come our way. At the same time, it is also important to understand that we humans can be driven by a “negativity bias” that makes us overly vigilant about potential threats. While it might be wise to pull back into our comfort zone at times, hunkering down and only being with those who are like us sets up a trap of thinking and acting in predictable and limited ways.What’s more, if everyone pulls back, we lose access to latent potential and abundance.
Innovation happens through encounters with different experiences and ways of looking at the world. Sometimes to see clearly, we must over-compensate for our tendencies to shrink and stretch beyond our comfort zones to test some of our assumptions about the dangers “out there.”
For more on the adaptive cycle, see the work of C.S. Holling
The adaptive cycle (see image above) teaches us that as systems falter, unravel and release energy (which is necessary to remain vital and adapt to changing context), certain “critical connections” (to use the words of long-time community organizer Grace Lee Boggs) must be maintained. In addition, it is very important that investment be made in the seeding of new possibilities. In the human realm, this includes an infusion of positive exploratoryenergy. So-called “positivity” (see the work of clinical research psychologist Barbara Fredrickson, PhD) is not a pollyannish state removed from reality. Rather, it’s a stance of openness and curiosity that provides some balance to our negativity bias, which can help us to see possibility in other people and our surroundings for the sake of renewal and regeneration. In other words, the nature and quality of what we bring to and feed our connections really matters!
“Network theory suggests that what a system becomes emerges from the complex, responsive relationships of its members, continuously developing in communication.”
–Esko Kilpi (sociologist, process management consultant)
All of this is especially crucial right now, as the forces that are consolidating wealth and power attempt to disrupt attempts to build solidarity across movements for justice, fairness and equity. The study of “flow networks” applied to economics shows that we have been in this kind of “oligarchic cycle” before. Oligarchies (rule by the few) and “oligarchic capitalism” (an economic system run by and for the benefit of the elites) maintain themselves in part through the spread of narratives that justify growing disparities driven by sociopathic and extractive practices. Ideas like “the divine right of kings/capital,” “supremacy,” and “survival of the fittest” still have many believing that those who have a lot (not to mention way more than they need) somehow earned/deserve it.
The antidote to this is sharing a different story rooted in the historical view that humanity has evolved over centuries through a sense of mutualism, sharing and pooling information, learning collaboratively and cooperating creatively. The “winner takes all” approach does not stand up to our understanding of what contributes to long-term human thriving. All the more reason to weave more intricate and robust networks of all kinds.
Interested in learning more? Check out some of the hyperlinks above, and search for other posts on our website focused on “networks” and “network weaving.”
And consider joining us for this upcoming training on “Network Weaving for Social Healing in Times of Great Change” (March 27, 3:00-5:00 pm ET) or contact us to learn about other similar and related offerings that might be brought to your organization.
We recently wrapped up a series of workshops for members of the Wallace Center‘s Food Systems Leadership Network focused on Organizational Change for Racial Justice (OCRJ), which was adapted from our IISC workshop Advancing Racial Justice in Organizations (ARJ). This offer was made by IISC under the auspices of The Wallace Center’s CORE Project, and with generous support from the Garfield Foundation. It was a wonderful and challenging experience for our collective Wallace/IISC team, as we welcomed representatives from 21 different food systems-focused organizations from around the US, along with a talented group of 16 small group facilitators who had participated in a customized Fundamentals of Facilitation for Racial Justice Work (FFRJW). That made for over 80 participants over 4 four-hour sessions, that took people from fundamental DEIJ concepts to change process design work to anticipating inevitable roadblocks and detours. We deeply appreciated how people showed up and went along for the ride, giving us helpful feedback along the way, and ultimately sharing all that they had taken that sets them up with a stronger foundation to do the work.
As we wrapped up our final session, my colleague Erika Strong shared an excerpt from a piece by Herbert A. Shephard, “Rules of Thumb for Change Agents,” which appeared in the OD Practitioner in December 1984. It has appeared by permission in our course Collaborative Social Change: Designing for Impact in a Networked World. And we now include it in many of our racial justice trainings as a way of bringing focus back from systems to individual and groups of change agents, and what can support them in doing this work over the long haul. These are re-shared below with some additional commentary.
Stay alive, literally and figuratively. The work is indeed long and often hard. And it can also have its moments of joy and satisfaction, as we experience connection and development of different kinds. But this does not happen if we are not enlivened, or breathing, in a deeper sense. Self and community care is crucial.
Start where the system is. This is about getting clear-eyed about where things actually are, which comes not just from an initial assessment, but over time, especially as people try to do things differently. Action is certainly about trying to make change, and it is also about nudging living organizational/social systems to see how they respond, so that we better understand defenses, patterns, logic, etc. Starting from where the system is not can waste valuable energy.
Speaking of energy conservation, another guideline is to Never work uphill.
Don’t build hills as you go. Don’t make the work more difficult than it needs to be, or too insurmountable for people. It is not easy to begin with, requires stretches, but putting people in panic or overwhelm mode does not help. Use accessible language, make clear asks, try not to overly trigger people’s defenses.
Work in the most promising areas. Look for early wins. Because this always inspires confidence, that change is possible, and it can build a sense of accomplishment and community. Don’t try and tackle it all. We encourage people to start with a couple of areas in their organization/community/network where you can start and then build/connect.
Build capacity. Don’t go it alone. Build your team! As Maya Angelou once wrote, “Nobody, but nobody, can make it out here alone.” Start with your core/design/equity team. Let them become a model for the rest of the organization. And share transparently about how you are working, as there is much to be gained from trying to create network effects through this work.
Don’t over-organize. Don’t fall into the trap of the perfect becoming the enemy of the good. Yes, get necessary supports in place. Yes, do some initial assessment and grounding, and then know that a lot of the learning will come through acting, trying out different things, and iterating as you go. And you want to leave place for others to add their ideas and initiative.
Be bold.Doing this will send important signals to those around you, be a “chaotic attractor” of sorts, will help you identify allies and some of the strongest blockers. And given the many roadblocks that come up, boldness is an important energetic counter, especially when held by an even small but mighty group.
Innovation requires a good idea, initiative, and a few friends. The idea for change does not need to be perfect, it needs to be “good enough” (reasonably well informed), have legs (can be put into action) and people who are willing to try it out.
Load experiments for success. This connects to much of what appears above, along with being as clear-eyed as possible about what is actually happening in any given system in any given moment.
Light many fires. Don’t rely on only one intervention or one place in a system to create change. A few interventions in different places, especially when connected, can help create ripples of change over time.
Keep an optimistic bias.Negativity bias is real, and can help us to be both realistic and to survive. And it can also quickly kill ideas and initiatives outside of “the norm.” Part of the value of finding a few friends to move things forward is developing a core group that can maintain and spread an attitude of positivity and possibility.
Capture the moment. Timing may or may not be everything, yet is can matter immensely. Staying tuned in, in both a collective and holistic sense, to what is changing and where energy might be shifting and effort applied is key to being able to nudge living systems in more just, prosocial, and sustainable directions. And it turns out, there is something of a science around “when” decisions.
This is not an exhaustive list, by any means, and we are always eager to hear what you would add.
|Photo by Reenie-Just Reenie|www.flickr.com/photos/flickrchickr/2589059730|
In a previous post I referenced the work of Marcial Losada, which indicates that elevated group performance is associated in part with a high degree of “positivity.” Specifically, groups that excel in terms of innovation and productivity tend to be those where there is at least a 5:1 ratio of positive to negative interactions. The importance of this ratio has been further highlighted by some other findings and experiences I have had working with community-based activists.
