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|Started By||Thread Subject||Replies||Last Post|
|creinelt||Fostering Collaborative Organizations and Networks for Social Change||4||Jul 23 2010, 3:05 PM EDT by tutormentor|
Thread started: Jul 18 2010, 12:27 PM EDT Watch
Thanks Kendra for posting. (I framed a question for your post...feel free to edit it if you like). I so agree with you about the importance of understanding collaborative leadership using a system framework. A systems perspective focuses attention on the dynamics of what is happening within and outside organizations. An interesting issue to focus on is how collaborative activity is occurring within bureaucratic organizations? I think Patti's post speaks to this issue as well when she talks about informal and formal networks. I think there is a really interesting question you raise: How much bureaucratic involvement dampens the effectiveness of collaborative activity and where is the threshold of top-down control that still enables collaborative activity to thrive? So much network leadership is practiced within and across organizations whose leadership operates with a bureaucratic mindset, and it's often experienced as a real challenge. How do we keep pushing the threshold so that collaboration has more space to develop within and across organizations?
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|creinelt||Networks and sustainability||0||Jun 15 2010, 9:14 AM EDT by creinelt|
Thread started: Jun 15 2010, 9:14 AM EDT Watch
Thanks Beth for posting this piece on "why working through networked approaches is a core strategy for sustainability". The example you give of the Boston Green and Healthy Building Network makes a strong case for what can be achieved by investing in and working through networks. I really liked your comment that "one organization cannot become sustainable alone; it requires that the larger “ecosystems” it works within to transform as well." As I think about the challenges facing nonprofit organizations, your example helps me recognize that it will take a transformation in the whole nonprofit eco-system to really make "social" work sustainable. We need to do much more from envisioning to creating standards to creating business models that pull the system in new directions.
|RossWirth42||Lessons from Complexity Science||0||May 27 2010, 4:04 PM EDT by RossWirth42|
Thread started: May 27 2010, 4:04 PM EDT Watch
The content above mentions complexity (used in lay terms), self-organization, emergence, and other terminology from Complexity Science. As a further expansion of the focus of network leadership, might we expand the investigation specifically into the area of organizational complexity (complexity science applied to social groups)? Such a study identifies possible leadership practices and often provides an understanding of what has become accepted as Best Practice. For example:
• Use Simple Rules for alignment
– Avoid complicated, inflexible rule structures
• Direction emerges from Shared Vision
– Focus on progress, not size of the gap
– Vision continues to evolve collectively (no end)
• Enable people to acquire skills & interact
– All change is local
– Master planning is less effective
• Encourage many small tests
– Nurture success (or quickly discard )
– Diffusion of knowledge through networking
Also see http://www.entarga.com/symposium/Dec09-Complexity.pdf
|RossWirth42||Leadership in contrasting network styles||0||May 27 2010, 3:46 PM EDT by RossWirth42|
Thread started: May 27 2010, 3:46 PM EDT Watch
Obama's Organizing for America is often cited as an example of the new power from that arises when people network. However, other network styles are also arising. For an expanded study of network leadership, how about investigating the leadership structure of Organizing for America with that of the Tea Party movement? I see very different approaches in how strategic direction is set and how alignment is accomplished.
|creinelt||Great series of Partner posts planned on network leadership||0||May 25 2010, 1:05 PM EDT by creinelt|
Thread started: May 25 2010, 1:05 PM EDT Watch
We have a great series of partner posts planned on network leadership over the next couple of weeks.
** Patti Anklam (Net Work) is reflecting on how to prepare organizational leaders to work in a networked world.
**Gibran Rivera (Interaction Institute for Social Change) is reflecting on what some of the organizational barriers are that get in the way of supporting network leadership, and how
organizations can create the space for network leadership to emerge.
**Diana Scearce (Monitor Institute) is reflecting on when and how to invest in network leadership and what forms this type of investment might take.
**Bruce Hoppe (Connective Associates) is reflecting on what leadership looks like in a healthy network.
**Beth Tener (New Directions Collaborative) is reflecting on why working through networked approaches is a core strategy for pursuing sustainability.
I am personally excited by these posts since over the last six months I have been working with more and more leaders who are discovering the power of organizing their work through networks, and who are frustrated by their organizational culture because it does not value network engagement. Organizational leadership cultures that seek to control and regulate the flow of information, ideas, and resources in order to maintain competitive advantage and authority make it difficult to exercise network leadership. How do we catalyze the development of leadership with a network mindset within organizations so that they are a force for social and system transformation not a barrier to it?
What additional perspectives or questions do you hope this series will take up? Do you have a perspective you would like to share? Join the Leadership and Networks partnership!
out of found this valuable. Do you find this valuable?