4-5+Convening+--+Patterns+in+NW+Centric+Grantmaking

//Drawing on a few case studies of networks and philanthropy, the group discussed the practice of net-centric grantmaking... and patterns they see emerging.//
media type="custom" key="9006490"Graphic recording by Lynn Carruthers. Download file on SlideShare to view in higher resolution.

//Reactions specific to the case study pre-read: //
 * Each network case study is very unique, but there are many common elements:
 * There is a very clear problem each network was trying to address.
 * Each found a “network hook,” or way to use networks to get people together.
 * There was a large focus on resources (available, needed, missing).
 * In most cases, the funder played a central role, particularly in helping networks develop the capacity for tapping unused resources.
 * We should incorporate more stories in which the funder isn't at the center, in which some person or constellation of people were catalytic.
 * //Do funders have a theory of change that is clear and consistent, or are we just trying to harness a whole variety of motivations to a single purpose? //
 * //Are we squeezing systems thinking into network theory (or vice versa), or do we truly believe that the system is operating in a network frame? //
 * //What’s the interplay between systems thinking and network theory, and what does that mean for different philanthropic theories of change that we’re trying to play out? //
 * Even if we think of networks as complex adaptive systems, when and how they learn – in a way that helps them adapt – varies. The most important thing is to have some sort of intentional plan for learning and adaptation.
 * It’s important to make individuals responsible for their own learning, for instance, by asking foundation staff and grantees to articulate a learning plan.
 * Funders can also facilitate conversations among network members that promote deep learning. A first step to accomplishing this may require understanding what a really deep learning session looks like (e.g., formal organized discussion vs. smaller, informal conversations).
 * Learning, for the most part, isn’t currently part of the job description. We can help solve this problem by setting aside time for weaving and learning.
 * Similar to networking, it may be necessary to “box” the time we spend learning, so that we don’t get lost in it and lose tract of work that needs to get done.

//Other comments://
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Trust is cheaper than control.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">We need to think of ways to retool the tools we have to work with networks.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">A new literacy is required for being networked in today’s world. There’s a need to balance our time while still connecting with others, learning from each other, developing relationships, etc. This is less “time management” and more “time boxing.”
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">To do this, we can box our networking work by treating “networking” as an item on our to-do list. One approach: categorize your day into “synthesis, production, and networking” so as not to allow yourself to network indefinitely.

//Wrap us discussion://
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">It takes time for networks to develop / progress.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Write / share case studies that would be useful to the field.
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt;">We need to get more comfortable with process outcomes.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Think of people, not organizations.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Be responsive in the short term (nimble), and pro-active in the long term.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Think about rewards and incentives.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Think hard about whether the funder needs to be at the center.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Think of reciprocity
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Think not about owning the to-do list, but about working together to achieve the outcomes.

<span style="font-family: 'Arial','sans-serif'; font-size: 11pt;">//Resources://
 * Conversation with [|Jeff Stamps and Jessica Lipnack]on the history of various theories that have influenced networks [Please email jessica_gheiler@monitor.com to obtain a copy].

//<span style="font-family: 'Arial','sans-serif'; font-size: 11pt;">Small group discussion (JG notes): //
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Tools are important: they help us learn, as well as help set cultural norms and “capture fun.”
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Putting a camera in front of individuals often forces them to be reflective
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">The purpose of the network (e.g., weaving a sector, advocacy, learning) influences how we work with the network. We have to ask ourselves what the objective is from the outset.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Sometimes, the objective of the network is made clearer as the network progresses (vs. at the outset). For example, Maine Network Partners Nonprofit Viability Program started out as a group of people who wanted to come together to think through some of the challenges raised by the financial crisis together rather than individually—it took 4-5 months for the “network” piece to crystallize.
 * <span style="display: block; font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Is there a difference between learning networks vs. people coming together to take action on very complex social issues with multiple confounding variables?
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">There are many ways for foundations to work in a networked way. The link may be that they all address complex issues that involve many disconnected agents, in the face of urgency (need faster solutions) and limited resources, and new/diverse perspectives may be required to find a solution.
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Is there room for foundations to choose a sector, seek opportunities to help people work / learn together within that sector, and share resources and inefficiencies with each other in the process?
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Resources are an interesting way to look at networks. There are many networks that emerge where there are very limited resources and relatively few funders (e.g., NGOs in Pakistan have been observed to work together). Are limited resources driving them to work together, or do they bind together to keep the funders at bay, so they can run their own show?
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">A useful role to have is that of a “network guardian” who has a birds-eye-view of the network – e.g., is able to see where the energy is, where there is need, who has available resources, etc. – and pull them together. A network guardian thinks ahead but does not force his or her own vision.
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Some believe that chances for success may be lower when there is inter organizational joint action, because it’s difficult to do anything when no single person / entity is in charge—although in some cases, there may not be a need for central authority figures because members of the network are highly motivated and action oriented.
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Reactions to case study typology:
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">To catalyze networks, foundations have often started with a vision (e.g., learning, focusing on unused resources, understanding the power imbalance, etc.)
 * <span style="font-family: 'Arial','sans-serif'; font-size: 11pt; margin: 0.1pt 0in;">Action is missing from the framework, as is creating the space for action (e.g., set of agreements or an actual physical space)

Go back to April 5-6 Convening Notes