network leadership: lessons from the field march …...network leadership training academy april...
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Network Leadership: Lessons From the Field____________________
March 27, 2019
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Dr. Danielle VardaCEO & FounderCo-Director CNS
Malinda Mochizuki, MPA
Dr. Robyn MobbsCo-Director CNS
Alex Derr
Dr. Paige Backlund-Jarquin
Sara Sprong, MPA
Michael Cooper
The Visible Network Labs/ Center on Network Science Team
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Systems Evaluation
& Research
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Network Leadership T raining Academy
April 15-17, 2019
Denver, CO
Network Leadership 2-Day Workshop
PART NER Demo
www.networkleader.org
Oct 8-9, 2019
Denver, CO
May 1, 10am MT
Online
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Where to find out more:
www.visiblenetworklabs.com
@visiblenetworklabs
@VNetworkLabs
@visiblenetworklabs
WWW
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The New Norm: The Network Way of Working
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Build, Manage, & Evaluate Effective
Networks
Network Leadership: 7 Core Values
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Perspective: A practitioner’s point of view
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I would like to take this opportunity to acknowledge the traditional territories of the people of the Treaty 7 region in Southern Alberta, which includes the Blackfoot Confederacy - comprising the Siksika, Piikani, and Kainai First Nations), the Tsuut’ina First Nation, and the Stoney Nakoda (including the Chiniki, Bearspaw, and Wesley First Nations. The City of Calgary is also home to Métis Nation of Alberta, Region III.
thedestinywithin.blogspot.comPlease use with permission!
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net·worknouna group or system of interconnected people or things.
so·cialadjectiverelating to society or its organization
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“A system is a set of things –people, cells, molecules, etc. –interconnected in such a way that they produce their own pattern of behaviour over time.”
(psssst…. Networks are systems of people, and people are autonomous agents!)
Donella MeadowsPlease use with permission!
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Collaboration:
“collaborative relationship involved the negotiatedrespective roles played by each partner in the relationship… what you are able and willing to do, over time
McKean et al, 2004
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What is governance?
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Accessed from: Growthbusiness .co.ukPlease use with permission!
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“Governance is how society or groups within it, organize to make decisions.”
Institute on Governance, sapients.cogPlease use with permission!
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Core ideas behind governance:
1. What is the decision making process?
2. Whose voice is included in decision making?
3. How is accountability structured?
Source :Institute on GovernancePlease use with permission!
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“Good” Governance Addresses:Legitimacy and Voice
• Diverse participation, opportunities to participate• Consensus orientation – what is the best interest of the group?
Accountability• To whom? This differs depending on the organizations involved and the issue to be
solved.Transparency
• Depends on the free flow of information amongst those who need it.• Responsiveness – How do you respond to diverse stakeholder groups?• Effectiveness and efficiency – Suitable use of resources to make progress
Fairness• Equity – what does this mean in your context? Equity in relation to what?• Process & structures – are fair and enforced impartially
Adapted from UNDPPlease use with permission!
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What is governance for?
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FUNCTIONS FORM
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…“Specifically, people are looking for governance models that will empower network members to engage in shared accountability, shared facilitation, and shared voice.”
If governance is about how to organize & decide: • Organize for what purpose? • Decisions about what?
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What makes people feel empowered?
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Key concept:People feel empowered & engage for different reasons, over time.
The governance process needs to fit that reality.
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Empowerment to…?• Empower to collaborate• Empower to contribute• Empower to engage• Empower to continuously improve• Empower to think & care
Consider: If your network, collaborative, team or group did these would your chance of success increase?Please use with permission!
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Trust is foundational for empowerment
How can governance build trust in order to empower?• Understand why people trust – or not• Find “proxies for trust”• Fundamental underlying notion of
safety
“Group performance depends on one behaviour that communicates one powerful overarching idea: We are safe and connected.”
- Daniel Coyle, The Culture Code
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ImpaQ SolutionsPlease use with permission!
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Governance should enable foundational principles; how you exhibit principles creates culture..
o Trusting: a focus on building trusting relationships
o Collaborative: shared responsibilities amongst the group to lead and contribute
o Participatory: many voices heard & opportunities to engage
o Authentic: planning, process and implementation are in-line with vision and purpose
o Transparent: access to information is shared, decision-making processes are known, status of actions is visible
o Adaptive: Revisions are encouraged based on learning, changes in the environment and people involved.
o Innovative: demonstration of leadership, perseverance and courage to push against conventional barriers to achieving progress.
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“ ... I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.”
Abraham Maslow's The Psychology of Science, published in 1966.
Types and levels of governance:
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Example 1:
“The Tapestry”
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Key Characteristics & Challenges:
Community based - ‘ground up’
Open participation
Loooonnnnnnnngggggggg history of past collaborative attempts
Competing interests & fragmented system
Loose ‘backbone’ support
Collaborative outcomes not funder driven
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Note!
No hierarchy or formal reporting
requirements.
No formal ‘advisory.’
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Governance solution:
Open, shared, loose governance was the proxy for trust and enabled engagement & empowerment.
“I believe you know what you are doing - and this is a place for you to do it, share it, and for us to build on it”
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Example 2
“The Container”
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Key Characteristics & Challenges
Reconfirm common vision & collaborative purpose
Leverage opportunities mostly in terms of coordination of services and scaling of innovations
Existing ‘action groups’ who were working on specific issues
Decision making needs and levels of authority were mixed
Goals and priorities driven by single major funder
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Source of Contributions:
Executive
Community
Action Group
Staff
Executive Members+ Staff
Engages with an Action Group1. Complete Project Scope2. Complete Criteria
Diagnostic3. Project Plan
Scaling Criteria
Coordination Criteria
Systems Change: Advocacy & Funding
Scaling & Coordination
Yes
No
“Steers Through Contribution”
• $• Time• People• Internal org.
“Line of Sight”• Strategic
advice as needed
Action GroupImplements
Organizational representatives at AG and EM
levels.
EM
Preconditions:• Desire• Contribution Choice:
(better together than alone?)
Sample Governance Process
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Governance solution:
Governance based around accountability & common goal was the proxy for trust and enabled engagement & empowerment.
“We all know what we’re trying to achieve, now we can govern around that.”
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Example 3
The Trampoline
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Key Characteristics & Challenges
Varying levels of collaborative capacity
Existing strong organizational mandates
Top leadership representation
Need for structures and process
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Exploration Committee
Leadership and visionEngagement
CommunicationEvaluation
CoordinationProcess and workflow
managementFunding
Data
Government Relations
WorkforceDevelopment
Sector Identityand value
Exploration Committee member
Steering Committee
Task Team
Existing Network
Communication and engagement
Communication
Ongoing integration
Non profit voluntary sector
Other sectors, general public
ABNN NETWORK ANATOMY
March 1, 2019: Image continually evolvingPlease use with permission!
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VisionABNN aspires to enhance the vibrancy and resiliency of our society, contributing to the quality of life and well-being of all Albertans by advancing the cohesive, pro-active, and responsive nonprofit sector in Alberta.
Purpose Statement An Alberta Nonprofit Network (ABNN) seeks to advance the cohesive, pro-active and responsive nonprofit sector in Alberta. ABNN sees an opportunity to: • Engage one another in defining and responding to systemic issues that impact the nonprofit sector in Alberta • Enable opportunities for collective action in response to strategic issues • Leverage learning and resources
Guiding PrinciplesInclusive engagement; Continuous communication; transparency; integrity; relevancy and authenticity; encouraging reciprocity,solidarity and shared interests; adaptive learning
Theory of ChangeIf ABNN catalyzes inclusive engagement, collective action, and communication to define and respond to systemic issues that impact the nonprofit sector in Alberta, the sector will have greater success at leveraging resources, responding collectively to strategic issues, and ultimately enhancing the quality of life and well being of all Albertans.
ABNN Governance Processes, Documents, and Structure
Exploration Committee member
Steering Committee
Task Team
Communication and engagement
January 29, 2019: Image continually evolving
Strategic Development Framework
Terms of Reference
Onboarding process
Theory of Change Outcomes Table
Scoping Form
Decision Tree
Terms of Reference
Embedded strategies• Funding• Engagement &
Communications• Rural• Learning & Evaluation
Guiding Documents:
3/27/2019Please use with permission!
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Governance solution
Governance based on strong processes & structures - built on organizational ‘familiarity” -was the proxy for trust.
“We have a clear process, now we can work together to ‘prove the concept’ and get things done together.”
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“With clarity comes confidence,With confidence comes commitment.”
Darrin Hicks
“With trust comes engagement, With engagement comes the opportunity for empowerment.”
Blythe Butler
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Governance Success = Wisdom
The extent that a network enables increased levels of: Distributed Intelligence Caring Responsibility Resources Capacity Adaptability Understanding
such that the group “Sees what needs to be done, can do it successfully, without being told what to do” to address complex, dynamic, emergent social issues.
Source: Human Venture InstitutePlease use with permission!