This post is a continuation of the one that appeared earlier this week (Tuesday, November 29th), and together both form an extended article that was written for participants of this month’s Wellbeing Summit, hosted by the Full Frame Initiative.
What is network weaving?
“A network weaver is someone who is aware of the networks around them and works to make them healthier.”
June Holley (writer, activist, network consultant)
Network weaving is an umbrella term for the practice of network leadership/stewardship, and it refers to a specific role. If you think about weaving with fabric, it is about bringing different strands together to create a tapestry or cloth of some kind. This can create beautiful patterns, functional garments, and also strength where individual fibers might otherwise be relatively weak. The same goes for weaving connections between people, places and ideas. This is what network weaving is about!
Network weaving is not necessarily the same thing as networking. Networking is generally about putting oneself at the center and making connections to others that create what is called a hub-and-spoke network (see middle image below).
“We never know how our small activities will affect others through the invisible fabric of our connectedness. In this exquisitely connected world, it’s never a question of ‘critical mass.” It’s always about critical connections.”
– Grace Lee Boggs (author, social activist, philosopher)
A core activity in network weaving is what is called “closing triangles.” This happens, for example, when we connect people we know who do not already know each other. This effectively creates a triangle of connection (see the many triangles created through the connections in the left hand image above). These triangles, by extension, can bring the connections that those three people know together, potentially creating more diversity, intricacy and robustness in a larger network (see image below). This is how we can begin to realize a sense of abundance, if these many connections are actively engaged, sharing, contributing and caring for each other and the whole network.
The work of network weaving is also about strengthening existing connections, keeping them warm and engaged. This can happen through activities such as asking questions, making requests and offers, and sharing resources of different kinds. Beyond this core function of supporting greater connectivity, network weaving can also be about supporting greater alignment and coordinated or emergent/self-organized action in networks. Other key moves for weaving and activating networks can include:
designing and facilitating processes to achieve a sense of shared identity/destiny
curating a variety of resources for and diverse communication pathways between members
creating conditions for self-organized and emergent action
helping to coordinate joint ventures
What do networks and network weaving have to do with having a fair shot at wellbeing?
“Connectedness is a social determinant of health. The degree to which we have and perceive a sufficient number and diversity of relationships that allow us to give and receive information, emotional support and material aid; create a sense of belonging and value; and foster growth.”
– Katya Fels Smyth (wellbeing/justice advocate, Full Frame Initiative founder)
Wellbeing, as defined by the Full Frame Initiative (FFI), is “the set of needs and experiences that are universally required in combination and balance to weather challenges and have health and hope.” FFI notes further that everyone is wired for wellbeing, but we do not all have a fair shot at the core determinants of wellbeing, or what FFI uplifts as the 5 Domains of Wellbeing.
Social connectedness to people/communities that allows us to give and to receive, and spaces where we experience belonging to something bigger than ourselves.
Stability that comes from having things we can count on to be the same from day to day and knowing that a small bump won’t set off a domino-effect of crises.
Safety, the ability to be ourselves without significant danger or harm.
Mastery, that comes from being able to influence other people and what happens to us, having a sense of purpose and skills to navigate and negotiate our life.
Meaningful access to relevant resourceslike food, housing, clothing, sleep and more, without shame, danger or difficulty.
The first domain above has clear connections to networks and network weaving. Being embedded and engaged in supportive social networks is a great contributor to individual and collective wellbeing! Beyond this, being connected to others in authentic, caring and mutually rewarding webs of relationships can contribute to a sense of stability, safety, purpose, as well create access to resources (financial and otherwise) that sustain and enliven us. So let’s notice the networks around us, who is in them and who is not, who has access to the five domains (see above) and who does not, and invite others to do the same. Ask, “What systemic changes need to be made for greater inclusion, equity and belonging?” And then together, let’s weave our way to everyone having a fair shot at wellbeingll!
“i think of movements as intentional worlds … not as an unfolding accident of random occurrences, but rather as a massive weaving of intention. you can be tossed about, you can follow someone else’s pattern, or you can intentionally begin to weave and shape existence.”
The following post was written for those who will be attending the Full Frame Initiative’s (FFI) Wellbeing Summit in Charlotte, North Carolina December 11-14. The Interaction Institute for Social Change has been supporting FFI staff and signers of the Wellbeing Blueprintin developing network ways of thinking and doing as they work to equitable wellbeing in systems ranging from health care to transportation to housing to education to legal aid to food and beyond. Feel free to sign the Wellbeing Blueprint by going to the link above and join the movement to ensure that everyone has a fair shot at wellbeing.
“It really boils down to this: all life is interrelated. We are all caught in an inescapable network of mutuality, tied into a single garment of destiny. Whatever affects one directly, affects all indirectly.”
– Rev. Dr. Martin Luther King Jr. (minister, activist, civil rights leader)
What are networks, and why should we care?
Networks are collections of “nodes and links,” different elements that are connected to each other. These nodes or elements could be people, places, computer or airport terminals, species in an ecosystem, etc. Together, through their connections, these nodes create something that they could not create on their own. This is what some might call “collective impact” or what network scientists call “net gains” and “network effects.”
“While a network, like a group, is a collection of people, it includes something more: a specific set of connections between people in the group. These ties are often more important than the individual people themselves. They allow groups to do things that a disconnected collection of individuals cannot.”
– Nicholas A. Christakis (sociologist, physician, researcher)
Network effects and net gains can include the following (see image below):
Resilience – The ability for a network to weather storms of different kinds, literal and metaphorical, and to bounce back from adversity. Healthy networks can bend without breaking.
Adaptation – The ability for a collective to change with changing conditions. Healthy networks can rearrange themselves to adjust and respond to disruptions and perturbations.
Small World Reach – The ability to reach others relatively quickly, across different lines of separation or difference (geography, culture, sector, etc.) . Healthy networks have a diversity and intricacy of pathways, so there are a variety of ways to reach many different nodes/members efficiently.
Rapid Dissemination – Related to reach, this is about the ability to get crucial resources out to a wide variety of nodes in a timely manner. Healthy networks can ensure that different members can get the nourishment (information, ideas, money, food, etc.) they need to survive and thrive.
“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 things, people, ideas.”
-Nilofer Merchant (entrepreneur, business strategist, author)
Other “network benefits” can accrue to individual nodes or members of a network. For example, when surveying members of different kinds of social change and learning networks, some of what often gets mentioned as benefits include:
Being with other people who inspire and support me
Learning about topics relevant to my work
Understanding the bigger picture that shapes and influences my work
Gaining new tools, skills and tactics to support my work
Having my voice and efforts amplified
Accessing new funding and other resources
Forming new partnerships and joint ventures
What is a healthy network?
“We are the living conduit to all life. When we contemplate the vastness of the interwoven network that we are tied to, our individual threads of life seem far less fragile.”
A healthy network is one that is able to achieve its collective purpose/core functions, while also addressing the interests of its members, and continuing to be adaptive to changing circumstances. Some key features of these kinds of networks include:
Intricacy of connections(many pathways between nodes)
Common sense of purpose or mutuality; a sense of a “bigger we”
Robustness of flowsof a variety of resources to all parts of the network
Shared responsibility for tending to the health and activity of the network
Resilient and distributed structure(s)with a variety of shared stewardship roles
A sense of equitable belonging and ability to give to/benefit from the network
Ongoing learningand adaptative capacity
Like any kind of living organism, networks require care and feeding to keep them vibrant. This is where network weaving comes into play! More on this in the post to follow on Thursday, December 1st …
“Your generosity is more important than your perfection.”
Over the past 20 years of working with a variety of social change networks, I have observed a common dynamic surface after the initial enthusiasm and launch phase. As happened recently with a place-based network about a year into its development (navigating COVID and political uprisings along the way), some members started to bang the “What have we actually done?” drum. Contextual crises notwithstanding, this is not an inappropriate or unhelpful question. As important as relationship and trust-building is, there can come a time when people want to know … “So what?” Sometimes this comes from what we might call more “results-oriented” people in the network. Or it may come from the more time-strapped and stressed, those from smaller organizations, or those who just genuinely don’t see the return on their investment. When this has come up, and people are either holding back (“folded arms”) or threatening to walk, I have witnessed and facilitated several different ways of moving through the real or perceived lack of progress.
“If you want it, thenyou better put a ring around it” – In one instance, the convening team of a state-wide network essentially drew a line around all of the network participants and started claiming their successes as network successes. This might sound a bit shady, though it was not done in that spirit. By celebrating “your success as our success,” people felt appreciated and started to turn towards one another and see themselves as a bigger we. They didn’t have to wait to get to mass action. Smaller subsets having success counted.
Get a quick win – In another state-wide network, fraught at the outset by folded arms despite the fact that people would regularly physically show up for meetings, a network coordinator seized upon a timely policy advocacy opportunity that surfaced, which resulted in a mass outpouring and a legislative win. Nothing sells like success. That early victory got people eager to see what else they might be able to accomplish and they settled in for some more relationship-building.
Collect and share connection stories – We know that relationship-building is not just about the relationships. It can lead to new partnerships and projects. Often this happens at the start of a network, but is not tracked. We worked with another place-based network that intentionally set out to track the results of connections made in and through the network, and then shared these with the network as a whole. More about connection stories here.
Highlight the unusual and adjacent conversations – What makes many of the networks we work with unique is that they bring together people who do not often work with each other. Highlighting this and also what emerges out of novel interactions across fields can make “just talking” into exciting explorations and engines of innovation. For a little inspiration on this front, see “Why the most interesting ideas happen at the borders between disciplines” from Steven Johnson at Adjacent Possible (!).
Pump people up, individually and collectively – Let’s face it, in these times (and really all times), expressing genuine appreciation can go a long way. We work with a network convenor who does this wonderfully, tracking and celebrating people for their individual contributions outside of network gatherings, and constantly speaking to the power and potential of the collective. She just makes people feel good! This can make the proverbial “marathon, not a sprint” more enjoyable.
Get a super weaver going – Having a really adept and energetic network weaver can make all the difference in the early stages of a network. We have seen the impact this can have when ample capacity is created to regularly check in with people, listen to them, make connections between different needs and offers in the system, and encourage people to share more with one another. When those exchanges start happening, the “there” there is often more apparent.
Lift up the network champions – Generally there is a small group of people who really appreciate and lean into the value of the network from the get go (gratefully receiving and using resources that are shared, following up with new connections, testing out new ideas, leveraging the network as a platform), making it happen and not waiting for it. Observing this, capturing it, and sharing it with the network can help make the point that the network is what people make of it and give ideas for how to make this happen.
What have you done to successfully navigate impatience and intransigence in impact networks?
Having run the NLI for four years as an in-person offering, happening over three multi-day retreats in different parts of the region, we took a break during 2020, which we had considered doing before the pandemic, and recalibrated. The lingering uncertainties of COVID19 forced us into making the Institute virtual, and it is now a monthly day-long offering, that happens between September and February, with optional intersession opportunities (a movie – we have already watched “Gather”, a cooking demonstration – Wampanoag Chef Sherry Pocknett joined us earlier this month, a Liberating Structures evening, etc.).
Along the way we are doing what we can to encourage connections beyond our on-line gatherings, and doing this by making space for realtime connection, albeit on Zoom. This has stretched our creativity and also has us constantly thinking about how to balance presentation with discussion, form and void, whole group with small group and paired discussions, etc. One small practice that we have integrated that seems to be helping people connect during and between sessions is asking a few simple questions. Where this shows up most prominently is when a few of this year’s cohort members do short 10 minute presentations during each session about their work advancing just and sustainable food systems.
When people share, we prompt them not simply to talk about what they do, but also WHY IT MATTERS TO THEM. In addition, we may ask what they bring to the work they do and what excites and challenges them about this work. What we find is that this can create opportunities for connections that are not simply functional (You do what I do or something related to what I do), but also values-based and affective/emotional (Hey, we have some of the same experiences/motivations!) and mutuality (Hey, I have something that might be helpful for you, and you might have something that is helpful for me!). My colleague Karen Spiller and I ask these same questions during panels we have of food systems change agents in our region, before inviting small group breakouts for the cohort to be more intimate with the individual panelists (our recent session included Gaby Pereyra of Northeast Farmers of Color Land Trust, Anna Muhammad of NOFA-Massachusetts, Sarah Huang of The Grassroots Fund and Madeline Sarrow of Migrant Justice, all speaking to one of FSNE’s four core impact areas – racial equity leadership).
Another simple but powerful question we ask, after someone presents is, “Questions? Comments? Connections?” It is interesting to see how many people jump on the last question, making connections between their work and that of the presenter, offering a name or resource that might be of support, or thinking about possibilities for collaboration. Of course some people might be inclined to do that without the prompt, but this refrain, “Questions? Comments? Connections? seems to be prompting regular weaving activity during and between sessions, reminding us that the questions we ask matter!
And we are checking in with people during each session about the connections they have made since our last time together, reminding them and ourselves that larger change and movement is built through and upon this workof reaching out and exchange!
What other questions have you been asking and small moves have you been making to promote a culture of weaving?
I was recently in conversation about the creation of a systems change programmatic offering for funders and nonprofit leaders, and as the discussion turned to the “once in a generation” billions of dollars investment from the US federal government into states and towns, a thought occurred more clearly. Part of “building back better” is weaving back better, connecting and reconnecting the social and cultural fabric of places and communities. This work could fall to official and unofficial “network weavers,” in places that are so inclined, and perhaps there is a need to make this work more official, visible and well supported/compensated.
At a time when many are disengaged from work because of disenchantment, uncertainty and burnout, what could be more engaging than being paid to build trust, facilitate communication and learning, and weave more functional, equitable, resilient and democratic structures of all kinds? A Civic Weaving Corps (CWC)!!!
A few years ago I worked with a place-based multi-organizational collaborative initiative in Massachusetts with a focus on health and fitness. What they recognized is that there was not nearly enough interstitial tissue between organizations and agencies, so that beneficiaries of the system were dropping through gaps or confused about how to navigate. Relying on existing staff to do this was not realistic (except for the energetic few who then risked burnout, or not doing their “day job” well). The same came up in a national education network, where school coaches were discovered to be playing a crucial weaving role between schools within and across regions. This, however, was not what they were formally paid to do, and so it was the first thing to go when people got pressed.
So what if part of Build Back Better lifted up the strong suggestion that cities, towns, states and regions take seriously the importance of weaving activity, and officially supported the creation of network weaver positions (called that or something else contextually meaningful)? Isn’t this the time? What if we really took this opportunity to promote relational stewardship at different scales as being central to ensuring long-term human thriving? While there is some risk to institutionalizing anything, this seems to be worth doing so that it becomes more of a habit and value in systems. And certainly institutionalizing network weaving behaviors in many more positions might help to create the regenerative flows and resilient structures needed for a just and sustainable future.
There could be many models for this. One with which I am intimately familiar is the Food Solutions New England Racial Equity Ambassador Program. This team of passionate and skillful weavers takes the FSNE Vision and Values and its commitment to racial equity in food and related systems to communities across the region. They work together to identify and make connections with new and diverse partners, organizations, and individuals; to create a space for more racially diverse leadership and mentorship opportunities for equity in the food system; and to ensure more connectivity between community efforts, the broader regional food system, and a racial equity agenda.
What do you think? Where is this happening already? How might we advance this as a cause collectively?
“We have two ears and one mouth, so we should listen more than we say.”
— Zeno of Citium
The other day I was reminded of the group working agreement “W.A.I.T.” (which stands for, “Why am I talking?”) as a guideline for people to be mindful of sharing air time in discussions. Since then I have been taking fresh note of my own inclinations and motives to not only talk in discussions, but also to share on social media. And as I have done this, I have also been more curious about what motivates others to share, verbally, in written and other forms. What are they thinking? Are they thinking about other people? If so, who? Have they thought through possible impacts? What do they care about?
I am a big fan of and subscriber to The Christian Science Monitor, which publishes a weekly digest of updates and perspectives on things happening around the globe, including (perhaps radical for these times) “bright spots” and “points of progress.” The editors and writers of Monitor articles also have a wonderful practice of publishing a little blurb for each offering under the heading “Why we wrote this.” How refreshing! What if all “news outlets” were to do this, or at least pause and ask this before writing and publishing/speaking?
And what if we were to do this in our different networks and communities? Might this help to break some of the spirals of othering and outrage (not to mention challenge the algorithms behind our growing social dilemma)? And shy of this, might the practice of W.A.I.T.ing or mindful and intentional sharing (viewed perhaps more generatively as “nourishing”) help people deliver on the promise of “network effects” to take communities and societies in a more prosocial direction?
I am currently working with two organizations over the course of 2021 to help staff and partners develop more networked ways of thinking and acting/being. Recently we had a discussion about how to keep the staff more up to date with respect to one another’s network weaving activities (connections made, crucial take-aways, immediate next steps) and also share other interesting content and connections. Trying to strike the right balance between radio silence and deluge, we started exploring how implementing the W.A.I.T/S. (Why am I talking/sharing?) prime might help. Along the way, a couple of people said that W.A.I.T/S. might also stand for “Why aren’t I talking/sharing?” and encourage the otherwise less inclined (for various reasons) to reconsider. This is stimulating rich conversation about how to tend and modulate important flows in various systems (organizational, community, school, etc.) to support learning, resilience, alignment, equity, emergence, coordinated action …
All this to say, whatever our goal(s) may be, it could be important to … W.A.I.T for it. This is how less conscious and helpful sharing (and silence) might become a practice of care-full curation (making thoughtful offers to and requests – sharing and caring can also include asking questions! – of one’s communities).
I am struck by how the network building and weaving field has really mushroomed over the past several years, and with it, so much learning around approaches, structures, roles, strategy, etc. I regularly hear myself say that there is no one right way to go about “net work” for change (which is why I regularly reference this compendium of thoughts on networks – “A Network Way of Working”). That said, I have found that “principles” (for lack of a better word) for network thinking and action have been helpful in a number of different contexts to support people in finding ways to leverage the promise of networks (or “network effects”).
This is a list that I continue to play with, expanding and contracting given new learning and different contexts. I recently offered the following version to a food system network. Always open to riffs and improvements …
Come First as Givers, Not Takers – Of course people should (and will) think about their self-interest, but if everyone holds out for what they are going to get, then nothing gets created in the first place. Generosity leads to generativity.
Support Intricacy & Flow, Beyond Bottlenecks & Hoarding – Many kinds of connection and robust movement of resources of all kinds is what contributes to the adaptive and regenerative capacity of networks.
Make the Periphery the Norm, Don’t Get Stuck in the Core – In the words of Kurt Vonnegut, “Out on the edge you see all kinds of things you can’t see from the center. … Big, undreamed-of things–the people on the edge see them first.”
Work with Others and/or Out Loud, Not in Isolation – Otherwise, what is the point of creating a network?! Connect, cooperate, coordinate, collaborate, and for God’s sake, share!
Value Contributions Before Credentials – Valuable contributions come from all kinds of places and people. Credentials and holding out for a certain kind of “expertise” can get in the way of seeing the greater abundance around you, benefitting from it, and contributing to it.
Lead with Love and a Sense of Abundance, Not Fear and Scarcity – Fear and scarcity narrow our view, shrink our thinking about what is possible, and inhibit our willingness to share. Love is love and does what love does.
Think Spread and Depth Before Scale – Because it’s easier in many ways, can avoid mechanical and inappropriate replication thinking, and helps to establish a more firm foundation (think roots under the tree).
Support Resilience and Redundancy Instead of Rock Stardom – Because we aren’t all that special (though we may be unique) and because its not strategic to put all eggs in one basket, however shiny. And then there’s the ego thing …
Trust in Self-Organization & Emergence, Not Permission & Predictability – COVID19 has driven this lesson home, big time. We are not in control. Life is complex, and beautifully so. Evolution is real, and so is people’s capacity to be response-able when they are trusted.
Say “We’re the Leaders!” Instead of “Who is the Leader?” – Who and what are you waiting for? And why?
Do What You Do Best and Connect to the Rest – Stop trying to do it all. It’s not possible, it creates unnecessary competition and burnout and it inhibits collaborative efficiencies (yes, they exist).
Attract a Diverse Flock, Not Birds of a Feather – Homophily (like being attracted to like) is a strong tendency in people. In network speak, we should not simply bond, but also bridge. This is important for the wok of equity and inclusion, tapping creativity and innovation, and tasting the wonder-full spice in Life.
I’m fInishing up David Fleming’s book Surviving the Future, and buzzing with ideas and questions about the role of networks, network weaving and energy network science in these times of “systemic release” (see the adaptive cycle above, and more about the cycle here).
Fleming’s book, a curated collection of essays from the heftier Lean Logic, offers some compelling thinking about the trajectory of globalized and national economies – at best de-coupling, de-growth, and regeneration, and at worst catastrophic collapse – and the ways in which intentional and more localized culture building and reclamation as well as capacity conservation, development and management, might steer communities to healthier and more whole places post-market economy.
One of my favorite quotes from Fleming is that large-scale problems do not require large scale solutions; they require small-scale solutions within a large scale framework. That resonated immediately, even if I didn’t know exactly what he meant when I first read it. Re-reading more carefully, I hear Fleming making the argument that to take on systemic breakdown at scale is a fool’s errand – too massive, too slow, too much rigidity to deal with, too much potential conflict, too abstracted from real places and people.
Instead what is required is more nimble small-scale solutions happening iteratively and quickly (relative to how slow things move at larger levels). This suggests that action for resilience must happen at more local and regional levels, connecting diverse players in place, helping to encourage more robust exchanges of all kinds (including multiple “currencies”) and culture building. David Fleming offers the following definition of the lean economy (as opposed to the taut perpetual growth economy): “an economy held together by richly-developed social capital and culture, and organized around the rediscovery of community.” How might we weave that fabric even as others unravel?
Lean (network) weaving (a new term?) would focus on helping to create more intricate, high quality/high trust and diverse connections as well as facilitating robust, nourishing flows in tighter and more grounded cycles and systems. Part of the lean weaving would entail ensuring that smaller systems remain alert, quick and flexible so as to experiment, learn and adapt. And it would also maintain connection and communication between these smaller systems/clusters (Fleming’s “larger framework”), to facilitate learning and feedback of various kinds between them (not unlike proposed bioregional learning centers).
“The more flexible the sub-systems, the longer the expected life of the system as a whole.”
This idea of “lean weaving” also brings to mind the wisdom of network science as taught by Danielle Varda and colleagues at Visible Networks Lab. They make the point that when it comes to creating strong (resilient and regenerative) networks, more can be less in terms of the connections we have. Connectivity, like so much else in our mainstream economy and culture, can be ruled by a relentless growth imperative that is not strategic or sustainable and can cheat us of quality in favor of quantity.
More connections require more energy to manage, meaning there may ultimately be fewer substantive ties if we are spread too thin. Instead, the invitation is to think about how we mindfully maintain a certain number of manageable and enriching strong and weak ties, and think in terms of “structural holes.” For more on this network science view, visit this VNL blog post “We want to let you in on a network science secret – better networking is less networking.”
The COVID19 pandemic along with other mounting challenges may already be presenting the mandate and opportunity to get more keen and lean in our network thinkingand weaving, not simply in the spirit of austerity and regression, but to cut an evolutionary path of resilience and regeneration (renewal). Network weavers of all kinds, what are you seeing and doing in this respect?
For the past month I’ve been checking in with a dozen or so networks that I support and participate in in various ways, looking at how best to navigate these times when in some cases it feels there may be a need to ratchet down or right size expectations. With so much in flux and uncertain, with many new challenges and barriers to how people may have operated in the past, when the impulse might be to pull back or bunker down, what can weavers/coordinators do, what are they doing, to keep their networks and net/collective work vital?
Below is a list of some ideas and practices that I am seeing, hearing, and trying myself, in the name of maintaining baseline connectivity, alignment and coordinated momentum. No one of them is necessarily the “right answer” in every situation, everything being context-dependent and also needing to suit the particular nature and situation of specific networks. And having shared some of these with others, I’ve heard these can be helpful for anyone now working virtually or in-person in times of greater stress. Curious to know what resonates, and what you would add!
Bring an open heart to network interactions. People are feeling a lot in these times. It can be important to allow for and acknowledge this.
Let people know you are thinking of and appreciate them. One of the practices out there that I’ve seen and am leaning into is people sending “love notes” to others in their networks.
Create more frequent, optional and informal opportunities for people to connect. I’ve been seeing and participating in “coffee chats” that happen weekly, bi-weekly and monthly for those who are interested to drop by (virtually), check-in and share gifts and needs. This includes setting up phone calls where people can walk and talk instead of being glued to a screen for videoconferencing.
Release your grip on certain standards of performance and accomplishment. This can often create more frustration and exhaustion. Model patience and grace with yourself and others.
Allow for, and maybe even celebrate, messiness, malfunctions, and “mistakes.” This is not just about cutting people slack and reducing stress, but also inviting ongoing experimentation, improvisation, creativity and playfulness.
Shore up the core of your network. With some coordinating teams working virtually for the first time or much more often, while juggling many other balls, it can be important to establish some basic expectations around communications and other working agreements. What minimally do people need from one another in order to function well in these times? What are they able to give?
Find time to disconnect and replenish. From Zoom overload to balancing needs of home and work simultaneously, it can be crucial to find time to disconnect from conversation and interaction.
Lean back into alignment. This can be a good time to put a network’s mission, vision and values back in front of its members, to remind people what holds them together and what might ground them more deeply amidst the tumult of the times. How can these values and larger goals provide ballast and guidance?
Create more slowness, stillness, spaciousness and even silence in your network interactions. Even when connected, we can practice different kinds of pacing and spacing that can help people to restore, maintain or increase their energy.
Stem degenerative flows. The 24 hour news cycles, social media wars, and spirals of outrage can conspire to overwhelm us and suck us dry, especially when there is an insidious fear of missing out. Other than simply disconnecting, we can ask what actually nourishes us in terms of connections and flows of information, interactions and other resources. Be mindful of what you consume, as well as what you send out and communicate with others.
Lead with joy and laughter. Because it feels good and can be so radical and welcomed in these times.
Really practice shared leadership. All the time, and especially now. Do what you do best and connect to the rest. Remember you are not indispensable and that networks benefit from redundancy of role and function. I was recently in a call with 8 other facilitators to develop both an agenda and executive memo for an important meeting, and while in the past I would have dreaded these kinds of endeavors, in this instance we really needed each other given the complexity of the situation and constrained capacity of each of us.
Keep an eye towards bridging. While comfort and care are important, watch the tendency to fall back into familiar patterns and relationships that can bolster bonding (birds of a feather flocking together) in your networks at the expense of bridging to those who are different in some way, shape or form, where those differences are vital to the health of the network and its work. On this front, see this resource, “On Bridging,” from the Othering and Belonging Institute.
Keep listening for and helping to meet needs, fill gaps, and leverage opportunities. What are the critical connections and flows that the network is asking for right now? Who can help to create and support these?
Ask yourself the following question and see where it takes you:
“What is something I/we can do today that our future network (and collective work) will be grateful for and benefit from?
Currently engaged in a number of state-wide and regional network-building initiatives focused on food, health and education system change, I am beginning to see some interesting patterns across efforts to build connectivity-based and more fluid movements for change. Watching these dynamics unfold, I can’t help but come back to one of our foundational frameworks at IISC, what we call the R-P-R Triangle, for all that it has to offer our thinking about network strategy and success.
This framework (see below) makes the point that any kind of collaborative endeavor is a multi-dimensional affair when it comes to the core determinants and definitions of success. Of course, many of us come to “net work” and collaborative efforts eager to see results, to work in new ways to have greater impact on the issues that we care most about. Without concrete results or “wins,” it is hard to keep people engaged and morale up. But results are just a part of the story, and the big results may take some time in coming.
“Thinking in terms of networks can enable us to see with new eyes.”
– Harold Jarche
A couple of years ago I teamed up with Bruce Hoppe, a very skillful and savvy network mapper, to do a network capacity building and analysis engagement with a national education organization comprised of a growing number of member schools. While the organization referred to itself as a “network,” leadership recognized that it did not necessarily intentionally leverage itself as such, or do so with great consistency. Furthermore, there was reported unevenness of understanding among member schools of what it meant to be a member of this network. So Bruce and I were invited in to work with the leadership team to see what might be done to grow network awareness, intention and activity.
In addition to doing some “thinking like a network” training and coaching with the core leadership team, we put together a network survey that yielded some interesting results. The survey was intended to surface how people in the network currently took advantage of the network, what they valued about it, and what other value they would like to see come from their membership and participation.
In analyzing both the pattern of responses and the network map that Bruce constructed, we were interested to see stories emerge of mediated and self-organized collaborations between schools. This included reports of information sharing, staff exchanges, and coordinated learning. This raised a few questions – Was network leadership aware of these collaborations? Were others in the network familiar with them? The answer was that there was some awareness, but this was not at all widespread. The hypothesis emerged that if examples of collaboration were more widely shared and celebrated, this might become both license and motivation for others to do so.
Something else that emerged from the network map were signs of various geographic clusters of schoolswhere there was relatively robust and/or growing communication and coordination. At the same time, there were schools that were in relatively close geographic proximity (in a state or sub-region of a state) where there was little if any interaction and exchange. Clusters in a network can become very powerful engines of collaboration, innovation and influence, both for members of the cluster and also the rest of the network. Leadership was invited to look more closely at the conditions that might be supporting interactivity in some clusters as opposed to others, and also to share examples of robust cluster activity with the rest of the network to inspire curiosity and connectivity.
Another take-away from the survey analysis was that there were clear (what we called) “champions” in the network, individuals who participated in many different virtual and in-person network activities at a relatively high degree of frequency. These super-users were identified as an asset to be further engaged to the extent that they might be ambassadors for the network as a whole, given their apparent enthusiasm. In addition, we raised the idea of creating a cluster of the champions, or a community of practice, that might exchange and prototype promising practices for network engagement.
Also related to this notion of champions was the discovery that the formal school coaching role that existed within the network could play a potentially powerful weaving function within the network. That is, coaches worked with multiple school leaders and often saw opportunities to make connections for the sake of peer exchange. However, this was not a formally condoned aspect of the coaching role. Leadership was invited to consider what it might look like to move coaches out of the role of highly customized support for individual schools and to do more generalized workshops and connecting of peers to ramp up interactivity, and support capacity, in the network.
Collaborations, clusters, champions and coaches-as-weavers – helpful isights from a network survey and map that we look forward to continuing to build upon and learn from, including how to leverage both virtual and in-person convenings to energize the network.
A couple of months ago we had a meeting of the Food Solutions New England Network’s Process Team, and we spent part of our time checking in around our perceptions of where the network is heading in its next stage of development. For the past 8 years, FSNE has moved through a series of stages that have roughly correspond with the following:
Building a foundation of trust and connectivity across the six states in the region as well as across sectors, communities and identities.
Facilitating systemic analysis of the regional food system, which resulted in the identification of four leverage areas where the network sees itself as poised to contribute most: (1) engaging and mobilizing people for action, (2) connecting and cultivating leaders who work across sectors to advance the Vision and values, (3) linking diverse knowledge and evolving a new food narrative, and (4) making the business case for an emerging food system that encompasses racial equity and food justice, healthy food for all, sustainable farming and fishing, and thriving communities.
Developing and beginning to implement a set of systemic strategies to encourage the continued emergence of this values-aligned regional food system, including a narrative and messaging guide; food, farm, and fisheries policy platform; set of holistic metrics to gauge the state of the regional food system; and people’s guide to the New England food system.
Cultivating a “brushfire approach” where, through greater density and diversity of connection, information and calls to action are spread in more timely ways
Making the periphery more of the norm, by moving from just bringing people into the network to making sure we support their aligned efforts “out there”
Moving from “seeding thoughts and cultivating commitments and leaders” to “managing the whole garden,” including supporting a growing team of people who are committed to creating conditions in the region for the Vision and core values to be realized
Creating “bake boxes” that can readily be used and adapted by people and organizations in the region (examples include the regional Vision, the core values, the recently endorsed HEAL policy platform, a soon to be launched narrative/messaging guide, racial equity design toolkit and discussion guide, etc.)
Calling B.S. on those who are “Vision and values washing” (saying they are aligned but acting in contrary ways) or are off point – see for example these recent letters in response to a Boston Globe editorial.