Transformative Networking for Organizational and Community Change

1. Transformative Networking for Organizational and Community Change Ross A. Wirth, Ph.D. wirthr@franklin.edu Franklin University www.franklin.edu Feb. 26, 2010 1

2. Networks are the future organization 20th century – Society of Organizations Clear, formal hierarchy with top-down direction (stable) Chain of command (formal) 21st century – Society of Networks Transient relationships to bring together resources for a common purposeeven within organizations (dynamic) Circle of influence (informal) Kanter (2009)

3. Online networking – a Paradox Internet & social media platforms enabled people to easily organize Yet most online groups focus on building membership and not collaborative work Easy to search for information and locate experts & others with common interest Yet, many change leaders struggle in isolation without the benefit of shared knowledge

4. Why?? What are the challenges? Proposed that the critical pieces are: Lack of time to keep up with information overload that continues to grow Low relevance & lack of “push” Don’t know what we (they) don’t know Johari Window, lack of awareness to even look Competing Priorities – Disengagement Joining implies a commitment to contribute or Little value seen in lurking “Everything” is Socially Constructed

5. Shift Approach to Demand Side Chronic disengagement is a major barrier to change “Helpers” often approached supply-side (deliver what is thought to be needed) versus Need to approach demand-side (deliver what is regarded as valuable) Community Building as Populist Economic Movement, Not a Political Movement Traynor & Andors (2005) and Traynor (2007)

6. Basis for Building a Networked Community Organic shaping how people meet & interact Search for interconnected goals individuals have within the collective group goals Multi-dimensional reasons for connecting Not all connections are for the same reason These reasons also change over time! Creating relationships based on bi-directional value exchange Freedom to self-organize Sufficient infrastructure without constraints

7. Network Requirements Dynamically morph network to accommodate changes in Membership turnover New members discovering the network Older members with changing interests Evolving interests within the network Group goals met or new goals with higher priority

8. Theoretical Foundation Communities of Practice (KM tool) Expertise identification & knowledge sharing Social Network Analysis Map information diffusion across network Identify connectivity gaps Large Group Methodologies Small group dialogue within large groups with large group sharing Discovery of mental models in use Little application online

9. Theoretical Foundation, cont. New leadership models Collective (shared) leadership Direction-Alignment-Commitment Model Wikinomics Grassroots, collective effort that deviates from traditional exchange-based economics Governance protocols with minimum rules & self-nominated leadership

10. Theoretical Foundation, cont. Swarm Intelligence Simple decision-making rules that are local, yet capable of driving collective action Sub-optimal, but quick & adaptive to change Complexity Science Self-organization, emergence Tipping point through self-organization as people vote with their feet

11. Degree of Involvement – not Uniform Level of engagementdrives role & value deliveredto the network High engagementacting as group “owners” Old-guard losing interest or involved for a specific objectivebringing new insights Level of Activity Loosely connected, but connected to other networks Individuals ranked by degree of involvement

12. Proposed Networking Approach Purposefully connecting people with common interests Supported with minimal infrastructure to provide encouragement and just-in-time assistance Without limiting what might emerge as a shared vision develops

13. Community Building – Essentials Create Choices Competing demands on time Allow opt-out without guilt Welcome trial Multiple entry points Smorgasbord of opportunities Small duration projects Find common interest Reason to engage Fun, fellowship, recognition Value in convening (demand) Proactive linking Interconnected networks Encourage movement Traynor & Andors (2005) and Traynor (2007)

14. Community Building – Governance Specific roles, but not permanent “Voice” that is not institutionalized Provisionality – constantly adapting Resonance – Law of Two Feet (from OST) Information broadcast With “collective history” for newcomers & efficiency Minimum infrastructure without constraining what might emerge Traynor & Andors (2005) and Traynor (2007)

15. Community Building – 8 Lessons Experiment around problems, not tools Provisionality & Resonance Be realistic with the time it takes Focus on building Trust & Fun Leverage all roles across the network Decentralize Power Influence (but don’t hinder) movement Communicate & leave trail Scearce, Kasper, & Grant (2009)

16. “Membership” in the Future Connected, but not obligated Part of many, owned by none Low-level affiliation Flexibility, provisional, informal Traynor (2007)

17. Transformative networking – if a critical mass of passionate people were networked, how might their collective vision be transformative? The Potential

18. Neighborhood strengthening (revitalization) Greater Ohio Restoring Prosperity initiative East side of Columbus, church mission Local neighborhood Change Leadership CoP – online Knowledge base & Google Wave collaboration Idea Incubator Exploratory discussions Potential Demonstration Projects

19. Test the networking and community building approaches in pilot tests Document the process sufficiently that it can be replicated without over prescribing the approach that is used. Past tests not well documented or not in a form easy to replicate Next Steps

20. Transformative Networking for Organizational and Community Change Ross A. Wirth, Ph.D. wirthr@franklin.edu Franklin University Feb. 26, 2010

21. References Kanter, R. M. (2009). On Twitter and in the workplace, it’s power to the connectors. Retrieved from http://blogs.harvardbusiness.org/kanter/2009/11/power-to-the-connectors.html Scearce, D., Kasper, G., & Grant, H. M. (2009). Working wikily 2.0. Retrieved from http://www.monitorinstitute.com/documents/WorkingWikily2.0hires.pdf Traynor, W. J. (2007). Building community in place: Limitations and promise. Retrieved from http://macdc.org/initiatives/Building-Community-in-Place--Traynor.pdf Traynor, W. J., & Andors, J. (2005). Network organizing: A strategy for building community engagement. NHI Shelterforce Online, 140. Retrieved from http://www.nhi.org/online/issues/140/LCW.html