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JUNE | 2015
@leadershipera #leadershipnet
Successfully Transitioning Your Organization to a Network MindsetPresented by: Beth Tener & Carole Martin
LLC anticipates the future and is a dynamic catalyst capable of creating a link from today’s issues in leadership development to tomorrow’s solutions.
(Donna Stark, The Annie E. Casey Foundation)
Network Research Application
LEADERSHIP LEARNING COMMUNITY
LEADERSHIP FOR A NEW ERAThe value of collective leadership networks is in their capacity
to solve problems quickly in an environment of uncertainty and complexity
(Watts, 2004)
Successfully Transitioning Your Organization to a Network Mindset
Presented By: Beth Tener & Carole Martin
TODAY’S PRESENTERS
The "From and To" of It
From…how our organizations have always worked to…
incorporating new ways of thinking and doing
The “It” = Network Mindset and Actions• What: Many different organizations
working in concert – and the mindset and work within each
• Who: Organizations, institutions, governmental agencies, corporations, foundations, individuals, etc.
• Why: To pursue a common, defined purpose
• How: As equal partners
Networks that Work, Second Edition Vandeventer and Mandell
Entering the Land of
the In Between
Board Governance
From: Work, Wisdom, Wealth
To a Starting Point of “We"
Adding new dimensions to board member selection:•Mindset of mission over organization• Brings a dense network of connections related to key mission-related priorities• Has a track record of building trust, being respected for working collaboratively• Comfortable usefully disrupting the status quo
Board Functions
To:• Asking generative questions• Factoring in at every turn how
to align, build upon, fill gaps – all based upon knowing what other organizations are doing and asking “what is needed from us in order for the system to succeed?”
• Thinking of governance as collective leadership
• Continuing to maintain fiduciary oversight
From:•Making decisions based primarily on sustaining the organization and fulfilling compliance duties•Raising funds to sustain the organization•Planning the organization’s future
Staff Leadership – Toggling Between Hierarchy and the Collective
FROM:•Narrowly focused expert whose measure of success
is solely organizational
TO:
• Belief in the value and effectiveness of connectedness and alignment
• Ability to see and contribute to the “larger system”
• Deep experience at leading through change, navigating conflict, facilitating team to success
• Relying on the really hard work of idea sharing, piloting, failure as a measure of success
Other Internal Areas of Adaptation
• Hiring Practices
• Job Descriptions Modified
• Performance Goals Altered
• Staff Evaluation Processes Shift (external collaborators weigh in!)
• Staff Meeting Agenda Design Changes …and so does long term planning!
Questions? bog
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We are used to working in traditional institutions and organizations.
Command & Control
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• Vision and mission• Strengths, weaknesses, opportunities, threats• Key goals• Action plan• Metrics
World out there
Us
Traditional Strategic Planning
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We are a participant in an ecosystem…
…creating conditions for the ecosystem to better self-organize for greater well-being
us
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Boston Green & Healthy Building Network
Created by Connective Associates for the GHBN (2007)
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New Members have blue labelsNon-Respondents have small labels
Very Well
Well
Somewhat
Knowing Each Other 2005
24Created by Connective Associates for the GHBN (2007)
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New Members have blue labelsNon-Respondents have small labels
Knowing Each Other 2007Boston Green & Healthy Building Network
Very Well
Well
Somewhat
Network
Networked ways of working generate many benefits.
Benefits
Learning & info exchange
“Small world” reach
Emergence of new ideas
Stronger relationships &
trust
Access & connect talents & skillsof community
Micro-collaborations
Greater political clout,
collective voice, aligned
messagesAlign work on shared goals
Connectivity
Aligning LearningTogether
Producing
Builds on work of: NET GAINS: A Handbook for Network BuildersSeeking Social Change, By Peter Plastrik and Madeleine Taylor
Collaborative action
• System understanding• Aggregate our knowledge• Peer to peer learning• Learn over time
Align & coordinate work
Connect & strengthen relationships
Dimensions/stages of collaborative work
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See the system
“Do what you do bestand link to the rest.”
- Jeff Jarvis
Collaborative learning & sense-making
Federation of mutual exchange
Create conditions for emergence
Leadership with a network mindset has a different orientation.
Organizational Leadership Network Leadership
Position and authority Role and contribution
Few leaders Everyone a leader
Control Facilitation and support
Small group in the know Openness and transparency
Directive Emergent
Planning Innovation and experimentation
Evaluation Reflection: action learning
Adapted from Network Weaver Handbook in Leadership and Collective Impact, Leadership Learning Community, Sept. 2012
Creating conditions for self-organizing
Old School
New School
Lead with questions not answers
What are the key areas in the system to shift to
achieve our goal?
?
Vision
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How do we take the shared understanding of the system and DO SOMETHING potent with it?
Source: Jordan Lejuwaan
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The Art of Hosting
Liberating Structures
World Cafe
Open Space
Create a dense web of collaboration & connections
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• What is working well? • What is a current challenge?• Who can I connect you to?
Everyone is a network weaver
Close Triangles
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Community Earth Day planning
World Cafe
Thank you for your participation! Questions…comments?
www.ndcollaborative.comBeth TenerCarole Martin
www.carolemartin.org
Questions? bog
GET INVOLVED
Register for the LLC Newsletter, then contribute
your writing to our blog!
Blog [email protected]
blog
Register LeadershipLearning.org
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LLC THANKS YOU!