4-5+Convening+--+Digging+Deeper+B-1


 * // How to create environments that encourage and celebrate working with a network mindset within foundations and support NGO leaders who want to work with a network mindset? (Led by Kathy Reich from Packard and Beth Kanter) //**

Pre-Read document:

Discussion notes:

// Breaking down silo’s //
 * Silo’s and incentive programs that reward individual performance get in the way of large scale transformation; breaking them is a work in progress.
 * It’s helpful to create opportunities for people to convene so they can form informal communities across silo’s.
 * It’s important to “cultivate by doing,” or to cultivate the learning / weaving by trying to solve issues people already have, and that involve interaction across silo’s.
 * The private sector is undergoing an evolution similar to the one we see here; they’re also learning how to leverage relationships more systematically in their day-to-day work to break silo’s within the organization, and to work more synergistically.

// The board //
 * Networks are a really hard concept for a board that’s supposed to be a real proponent of the individual organization.
 * Transparency and the idea of giving up control or letting people into the board room is really scary for many board members. More and more, program officers are beginning to see supporting networks as part of their job; but this isn’t something board members in general see as being their work.
 * One participant found it useful to increase transparency in small steps, e.g., instead of opening up the board meeting, inviting 7-8 people to attend.
 * There are challenges associated with trying to convince boards of the merits of funding a network approach using terms like ROI and measurable outcomes.
 * // How can we bring the board along? //
 * More often than not, foundation board and staff ultimately care about the same thing. However, there’s disconnect between the two groups. It’s important to have governance models that enable that connection, both to create a way for the board to hear and learn from what’s working on the ground and to show the staff that the board really does feel empathy for people in their position.
 * One option is to invite the staff to speak to the board about their experiences with networks on the ground and to emphasize how effective networks can lead to powerful (albeit at times unexpected) outcomes.
 * To get the board to talk about their aversion to social media, one participant conducted a spectrogram activity at a three-day board retreat that included an inquiry about the statement, “Social media will ruin our brand.” While the entire board disagreed with the statement, not one actually promoted the use of social media; the conversation that spawned from this inconsistency helped unpack their concerns. It was the elephant in the room about which no one wanted to speak.
 * It’s important to have advocates who are board members to support any initiative.
 * The # 1 role of the president is to communicate with the board. We need to think of the people who signal things to the president, since they have a lot of control over how we shape / define things to the board.
 * It may be necessary to “bubble up knowledge that already exists” within the board by encouraging board members that are natural weavers – individuals with a tendency to work in a networked mindset – to share their knowledge and experiences with fellow board members.
 * There may be a need to pollinate the board with 2-3 individuals who are interested in trying new approaches; this is intricately linked to the idea of grooming new leadership within the nonprofit world.
 * Perhaps its time to for a network of board members
 * In one state, members of various boards got together informally to talk about the tools they’re adopting, where they see themselves moving in five years, etc. (being careful not to share sensitive information). Their actions facilitated cross-pollination between boards that helped spread new approaches (such as networks) across their respective organizations.

// Networks & Civil Society //
 * Movements and networks are not the same. Movement need networks to sustain them — not vice versa. Supporting networks to create linkages across barriers can ultimately help create a sense of community.
 * // Can networks rise to the tide when a window of opportunity opens? //
 * Alternate visions of the future put forth in the “Connected Citizens” report are all scary. Even in the scenario where people take responsibilities for their neighbors, it’s __only__ their neighbors they care for.
 * // How can we use networks and connectivity to make the future more positive? //
 * // In this world – where atomization is growing – why can’t connectivity be the goal? //
 * Many funders still wrestle with the value of funding connectivity for the sake of connectivity. Most foundations fund networks for the sake of outcomes; it feels good to know where you want to end up.
 * If we don’t work on connectivity among individuals and organizations that deal with public issues – which no one in particular “owns” – we won’t be able to develop a constituency for that public good. Building connectivity is a valid goal that helps to increase the value of many public goods.
 * One participant was skeptical that all nonprofits could or should agree on a shared method by which to address a particular problem (e.g., healthcare, marine conservation, obesity) for a long period of time. It may even be beneficial for individual organizations to develop their unique approach / brand. SNA may be useful for helping network members see where their __niche__ lies within the greater system.

// Creating environments that encourage working with a network mindset //
 * We need to create internal incentive structures for collaboration within an organization.
 * There’s a very busy culture within foundations: we seem to be in constant crisis / urgency. Time seems to be a barrier. We don’t give ourselves the space and time to talk with each other about how to work in a networked mindset / break silo’s. We need to be very deliberate in setting up safe internal spaces for conversation and learning.
 * It’s important to shift our culture from performance management to talent management, and to focus on the “gems” internally and among your partners.
 * It would be great if we had a different word to talk about networks, since the term may have certain negative connotations to some people (e.g., because networks have historically excluded other people).

Go back to April 5-6 Convening Notes.