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Better Networking
Dani Koleva and George Bogdanov
Inspired by Richard Bennett in March 2010
30 April 2014, Sofia, Bulgaria
1
WHY NETWORKS?
• Learning from/with each other: becoming excellent at what we do
• Influencing collectively: much more powerful
• Economies of scale: collective buying– Training – Skilled people– Even office supplies…
4
THE CLASSIC PROCESS
Identifying common learning needs orpotential to learn from each other
Identifying commonadvocacy needs
About ourselves& operating environment
About the issues we’repassionate
about
Learning & training:Learning from each other;
Training from outsiders
Collective advocacy
Information service:Issues, operating
environment, good practice
Lots of individual
relationships
Creating networking
spaces
5
NETWORKS WHEN?
Any time, but especially…
• Uncertainty – New situations– Changing environment– Threats to our effectiveness or values– when the Big Red Fish is biggest
• Big influencing opportunities– when we most need Little Blue Fishes Together
The world is changing faster – it’s happening more oftenNetworks are more important today than ever before
6
Organizational stability
Birth
Yearly years
Youth
Maturity
Decline
Aging
Death
Growth
Try to get and
stay here
Org
aniz
atio
nal
dev
elo
pm
ent
7
‘THE MESSY POWER OF COMPLEXITY’
• Lots of threads, lots of knots: complex, can feel unfocused
• Work together makes the most of members’– Contributions – Commitment – Skills
• Members contribute because they…– want to – are excited – have something to offer
• They stop if they feel they don’t/aren’t
• Benefit – purpose – energy – collective empowerment – inspiration
• Which delivers BIG results, when it works
9
Network dynamics: a virtuous circle
Work closer
together Establish basis of unity
Develop clear transparent
decision making
Share information
Build trust, get beyond competitive instincts
Increase in ad hoc 1:1 relations
between members
Increase common understanding of
issues/environment
Deepen common strategy
Deepen common agenda
Effectiveness & impact
10
RUNNING A NETWORK• Few networks survive if control is too heavy
• We’re used to command and control– Hierarchy– Authority at the top
• Networks seem loose, uncontrollable
• 3-D, messy, not pyramid, flexible, can change• Power, authority is spread, hard to see/fix
• Not used to working like this, it can be scary• …and that’s ok…• Because it can also be hugely powerful
11
4 BASIC PRINCIPLES• Diversity
– Participants are different, retain their own identity
• Dynamism – Frees participants to be dynamic, propose activities, get involved –
so need light structure, facilitative, enabling, supportive
• Democracy – Open, non-hierarchical, dependent on trust– Decision making seen to be fair, inclusive, effective, widespread– Leaders consult and report back
• Decentralisation – Shared leadership– Depends on shared vision, values, effective communication– Decisions made where they matter, where the action is
12
ROLE OF SECRETARIATS
‘Servant leadership’
• Facilitating & enabling– Creating spaces for members to share…
• Information; Learning; Development of influencing positions– Facilitating productive use of spaces– Administration to make it happen
• Ensuring inclusion, preventing isolation• Encouraging/supporting new members• Balancing power and influence• Linking the whole network with others
13
ARE SECRETARIATS SPECIALISTS?
Specialists in • Facilitation • Strengthening threads, tightening knots• Promoting collaboration, not competition• Enabling communications
Become specialists in• Understanding members’ dimensions, needs, environment
In PURE networks, other specialisms are usually a bad idea• They discourage member activism and leadership• But…
14
WHEN SECRETARIATS DO MORE THAN FACILITATE
• A completely new issue arises• The sector needs only one specialist• Collective purchasing is best for everyone…could mean we need an issue specialist
But dangers…• Lose facilitation focus • Undermine member leadership & activism• Create institution with its own dynamics
So use with caution, and plan for Secretariat’s exit from this type of work
15
MINI CHECKLIST (1)
• Have a clear purpose– Broad consensus– The most we can realistically strive for
• Have clear values & principles– Members accountable to them
• Keep central rules to a minimum– Don’t strangle creativity
• Encourage everyone to lead something– Creates capacity & ownership
17
MINI CHECKLIST (2)
• See joint activities as more than outputs– They bring people together, lead to trust & mutual
support
• Make dynamism & diversity goals in themselves– They bring creativity to the work
• View input and participation as central objectives– More engagement = more for everyone
18