I have been working with a national environmental health and justice network for the past few years, and at a recent retreat, the core leadership team wrestled with a set of criteria for guiding the creation of equity-grounded, whole network-mobilizing and systems-shifting strategies. This is where we landed:
Required
If successful, the strategy will move us towards our long-term systemic goal.
The strategy is fundamentally collaborative in nature.
The strategy is consistent with network’s values.
The strategy does not advance the network at the expense of other key constituencies, partners, or social justice movements.
The strategy is worth the expenditure of time, resources and opportunity costs of pursuing it.
The strategy connects to a clear pathway on our systems map.
The strategy plays to the strengths and capacities of current network members.
The strategy broadens and deepens connections with impacted communities and constituencies.
The strategy will build leadership within the network, with a particular emphasis on building leadership among the most directly impacted communities and constituencies.
The strategy is likely to bring new funding and capacity around the network’s goals.
The strategy will increase our learning and understanding of promising practices for systems-based collaborative networks.
Bonus points
The strategy is likely to attract media attention to network members and/or advance our network narrative.
The strategy would leave the network better positioned to move forward future initiatives.
The strategy will increase the network’s reputation for innovation and/or effectiveness.
The strategy will increase the network’s standing with key thought leaders and/or policymakers.
The strategy presents an opportunity to collaborate with desirable new partners.
What resonates? What would you add that you have used as criteria for determining systemic strategies for collaborative networks?
“Networks are present everywhere. All we need is an eye for them.”
Albert-László Barabási
You may have heard a version of this story before:
There was a man who had worked at a factory for twenty years. Every night when he left the plant, he would push a wheelbarrow full of straw to the guard at the gate. The guard would look through the straw, and find nothing and pass the man through.
On the day of his retirement the man came to the guard as usual but without the wheelbarrow. Having become friends over the years, the guard asked him, “I’ve seen you walk out of here every night for twenty years. I know you’ve been stealing something. Now that you’re retired, please tell me what it is. It’s driving me crazy.”
The man smiled and replied, “Okay, wheelbarrows.”
This tale about not seeing something in plain sight reminds me of a dynamic that can ensue in network gatherings where at some point anxiety is expressed about not getting to “concrete” outcomes. This happened recently at a large convening of a national network attempting to set systemic change strategies. Read More
I’ve spent time the past week reading through Networks that Work, a handy and concise resource for developing organizational networks, written by Paul Vandeventer, President and CEO of Community Partners, and Myrna Mandell, Ph.D. The book lays out some very helpful pointers for more formally constructed networks. I have highlighted 10 pointsbelow that resonate with our experiences at IISC around supporting organizational networks for social change. My comments and extensions are in italics: Read More
At IISC we like to define the success of collaborative change efforts in multi-dimensional ways. In particular, we make reference to results, process, and relationship elements. Results are what we typically think of as the “measurable” outcomes of a change undertaking – policy change, livable wage, job creation, healthier communities, etc. Process has everything to do with the how of the work – how we approach our change efforts, the steps we take, how work is shared and by whom, and with what spirit. Relationship is about both the quality of interpersonal connections as well as how people relate to the work itself. From what one might call an “old school” mindset, there is an assumption that process and relationship are only important insofar as they help to achieve results. Read More
|Photo by Alper Cugun|http://www.flickr.com/photos/alper/5222966685|
Last week I posted an entry on this blog about the myriad ways that people and organizations are engaged in “net work” for social change, by profiling three different initiatives focused on strengthening local food systems and food security. Not only is there a difference in the process, but there is also variation in terms of so-called ends or outcomes. The topic of “planning” has come up quite a bit in these networks and many questions asked about what “a plan” looks like in the context of multi-stakeholder/organizational initiatives tackling complex issues. Once again, the answer is that it depends. In both direct experiences at IISC and in additional research about other initiatives, there is a wide variety around what constitutes a plan for social change. Read More
“It is my working assumption that the following forty questions must be definitively answered before we may realistically discuss our respective philosophies and grand strategies. . . . ”
—R. Buckminster Fuller
|Photo by Horia Varlan|http://www.flickr.com/photos/horiavarlan/4290549806|
Picking up from yesterday’s post, here is Bucky’s list of 40 strategic questions: Read More
I write from vacation in Puerto Rico, my place of origin. I am amazed by the fact that I left when I was 12 but the place still feels like home – in a very deep way. I’m on vacation after facilitating a retreat for the Barr Fellows Class of 2009 in Vieques, PR. It was a phenomenal experience, certainly for me but most importantly for the Fellows.
I have witnessed the significant deepening of relationships among these fellows since they first came together as a cohort during on our learning journey to Brazil in June of 2009. We have had a number of retreats and events since, some as a class, some with the larger network of Barr Fellows. At this mid-way point through their three-year process (though their being part of the network has no formal end), it becomes absolutely moving to witness powerful shifts towards greater possibility. Read More
I had the pleasure of meeting Jennifer Sertl on the twittersphere. Together with Koby Huberman, they have written a book that seems to touch on many of the aspects of this paradigm shift that I spend some much time writing about. It looks like in writing Strategy, Leadership and the Soul Sertl and Huberman are articulating a series of powerful responses to the changes our organizations are experiencing. I see a lot of alignment between the principles outlined in this 3 minute video and the work we do here at IISC. We are moving forward, see what you think.
|Photo by Vincepal|http://www.flickr.com/photos/vincepal/2806832762|
I recently did work with an organization that had approached us with an interest in designing a retreat during which staff would consider options for embracing climate action and environmental organizing strategies as part of their efforts moving forward. In one of our early planning calls, I asked how this new direction made sense given where the organization had historically focused its resources (affordable housing, open space advocacy, community beautification), and the response was a very thoughtful, “That’s a good question.” Furthermore, I asked if there was anything they were planning on letting go of. Again, pregnant pause and . . . “That’s a good question.” And so began a very fruitful conversation, the upshot of which was an opening segment of the retreat that focused on developing a coherent frame for the organization that could more easily and sensibly integrate climate and environmental work. Read More
|Photo by Movement Strategy Center|http://www.movementstrategy.org/media/docs/6450_Out-of-the-Spiritual-Closet.pdf|
I’ve just read “Out of the Spiritual Closet,” a report out of the Movement Strategy Center, and it is one of the most exciting pieces I’ve read in a while. It is a timely read, in tune with a lot of the conversation we have been having here on the IISC Blog for the last few weeks. This persistent question of whether to take a “transformational” or a “structural” approach leads us to a false dichotomy – it really is “All two both!” Read More
|Photo by Movement Strategy Center|http://www.movementstrategy.org/media/docs/6450_Out-of-the-Spiritual-Closet.pdf|
I’ve just read “Out of the Spiritual Closet,” a report out of the Movement Strategy Center, and it is one of the most exciting pieces I’ve read in a while. It is a timely read, in tune with a lot of the conversation we have been having here on the IISC Blog for the last few weeks. This persistent question of whether to take a “transformational” or a “structural” approach leads us to a false dichotomy – it really is “All two both!” Read More
