Transcript Network Competencies:

Network
Competencies:
Keys to success
Steve Waddell - PhD, MBA
Principal - Networking Action
www.networkingaction.net
[email protected]
Network Types
InterPersonal
Organization
Inter-Org.
Partnership
Inter-Org.
Network
System
Legally
Distinct
Entities
Many
One
Small to
Modest
Very large
All
stakeholders
Organizing
Structure
Informal
Hierarchical
Spoke and
wheel
Multi-hub
Diffuse
Organizing
Logic
Personal
Administering
Managing
Coordination
Coherence
Diverse selfdirection
Operating
Focus
Relationships
Organization
Task
System
Definitional
Participation
Open
Closed
Highly
controlled
Loosely
controlled
External
Steve Waddell
Global Action Networks:
A particular type of network
1.
2.
3.
4.
5.
6.
7.
Global and multi-level
Diversity-embracing boundary-spanners
Inter-organizational networks
Systemic change agents
Entrepreneurial action learners
Global public goods producers
Voluntary leaders
Several dozen GANs—and growing…
Fair Labor Association
Forest Stewardship Council
Global Alliance for Improved Nutrition
Global Compact
Global Fund to Fight AIDS, Tuberculosis and Malaria
Global Knowledge Partnership
Global Reporting Initiative
Global Water Partnership
Global Partnership for the Prevention of Armed Conflict
International Centre for Trade and Sustainable Development
IUCN
Kimberly (Conflict Diamond) Process
Marine Stewardship Council
Microcredit Summit Campaign
Social Accountability International
Sustainable Food Lab
Transparency International
The Access Initiative (TAI)/ Partnership for Principle 10
Youth Employment Systems
Competencies
 Knowledge (noun)
 Skills (verb)
 Attributes (adjective)
…what is necessary for a GAN’s success?
Three Types of Competencies
 Issue expertise (eg: forests, water)
 Tools expertise (eg; certification, financing)
 Process expertise (eg: community
development, change)
…what process expertise is necessary for a
GAN’s success?
Global Action Network Competencies
1.
Leadership
8.
Resource
Mobilization
7.
Policy and
Advocacy
6.
Learning
Systems
Action
Legitimacy
5.
Communications
2.
Network
Development
3.
Measuring
Impact
4.
Change
and
Conflict
1.
Leadership
Realizing coherent entrepreneurial
activity at all levels
Goal of Development Effort
L
e
v
e
l
Individual Capacity Team Capacity
Organization-al
Capacity
Network Capacity
Systems Capacity
Individuals
1. Develop capacity of
individuals for selfawareness, ongoing
learning, and exercising
initiative
2. Develop capacity of
individuals to work
together in groups and
lead teams
3. Develop capacity of
individuals to understand
and lead organizations
4. Develop capacity of
individuals to cultivate
and leverage peer
relationships
5. Develop capacity of individuals
to see the big picture, understand
root causes and influence systems
Teams
6. Develop capacity of
teams to develop and elicit
the full potential of all
team members
7. Develop capacity of
teams to define and
attain purposes
8. Develop capacity of
teams to enhance
organizational
performance
10. Develop capacity of teams to
prototype systems change
Organizations
11. Develop capacity of
organizations to support
staff, volunteer and board
member development
12. Develop capacity of
organizations to support
effective teamwork
13. Develop capacity of
organizations to foster
internal collaboration to
effectively adapt to
challenges
Communities
16. Develop capacity of
communities to support
reflective learning and
engagement of community
members
17. Develop capacity of
communities to foster
and support inclusive
group initiatives
18. Develop capacity of
communities to sustain
organizations that promote
community well-being
Fields of
Policy
and
Practice
21. Develop
capacity of fields to
cultivate innovative
thought leaders and
practitioners
22. Develop
capacity of fields
to organize
around shared
interests and
goals
23. Develop
capacity of fields to
organize and
disseminate
knowledge and
field best practices
9. Develop capacity of
teams to align their
goals and activities
across boundaries
14. Develop capacity
of organizations to
collaborate with one
another
19. Develop capacity
of communities to
learn together and
align efforts toward
common goals
24. Develop capacity
of fields to find
synergies across
institutional silos and
disciplinary
boundaries
O
f
S
y
s
t
e
m
T
a
r
g
e
t
e
d
15. Develop capacity of
organizational coalitions to lead
systemic change
20. Develop capacity of
communities to advocate
systems change
25. Develop capacity of
fields to generate policy
solutions and transform
institutional practices and
culture
McGonagill, G. and P. W. Pruyn (2010). Leadership Development in the U.S.: Principles and Patterns of Best
Practice. Bertelsmann Stiftung Leadership Series. S. Vopel. Berlin, Germany, Bertelsmann Stiftung.
1.
Leadership
Realizing coherent entrepreneurial
activity at all levels
Top Skills
Top Attributes
 Connecting
 Stewarding
 Handling paradox and
ambiguity




Systems Intelligent
Leaderful (Raelin)
Trustworthy
Entrepreneurial
2.
Network
Development
Aligning effective strategies,
patterns and structures
2.
Network
Development
Aligning effective strategies,
patterns and structures
Top Skills
 Systems thinking
 Community
organizing/ Network
weaving
 Strategizing
 Empowering
Top Attributes




Empathetic
Trustworthy
Visionary
Entrepreneurial
3.
Measuring
Impact
Providing continuous feedback to
improve effectiveness and support
Participants
Observe
Funders
Act
Reflect
Plan
Theories of
Change, Action
Assessment
3.
Measuring
Impact
Providing continuous feedback to
improve effectiveness and support
Top Skills
Top Attributes
 Measuring and
evaluating
 Action learning
 Analyzing large,
complex systems
 Attentive to detail (but
not meticulous)
 Diversity embracing
 Inquisitive
 Theory-based
4.
Change
and
Conflict
Type of
Change
Developing complex change
skillfully
Incremental
Reform
Transformation
Type of
Learning
Single Loop
Double Loop
Triple Loop
Core
Question
How can we do
more of the same?
Are we doing
things right
What rules shall we
create?
What are my mental
models &
assumptions?
How do I make sense of this?
What is the purpose?
How do we know what is best?
Purpose
To improve
performance
To understand and
change the system and
its parts
To innovate and create
previously unimagined
possibilities
Power and
relationships
Confirms existing
rules. Preserves
the established
power structure
and relationships
among actors in
the system
Opens rules to revision.
Suspends established
power relationships;
promotes authentic
interactions; creates a
space for genuine
reform of the system
Opens issue to creation of new
ways of thinking and action.
Promotes transformation of
relationships with whole-system
awareness and identity;
promotes examining deep
structures that sustain the system
4.
Change
and
Conflict
Developing complex change
skillfully
Top Skills
Top Attributes
 Stewarding change
processes
 Systems thinking
 Facilitating/Mediating/
negotiating/Visioning




Patient
Empathic
Open
Persistent
Creating robust glocal
conversations and connections
5.
Communications
Static
Website
Listen
Google
Technocrati
RSS
Radian
Twitter
Reports
Newsletters
“Who we Are”
Broadcast
Media
“Who we Are”
What people should
think/know
Community
Building
LinkedIn
facebook
myspace
Ning
Social
Content
Engagement
Backtype
Twitter
Generate
Buzz
digg
friendfeed
SumbleUpon
Blogger
YouTube
flickr
iTunes
Social Media Development Process
(Source: Beth Kanter)
5.
Communications
Creating robust glocal
conversations and connections
Top Skills
Top Attributes
 Listening, writing,
speaking, visualizing
 Conversing
 Creating community
platforms




Creative
Open
Participatory
Empathetic
6.
Learning
Systems
Transforming
data to wisdom-in-action
network-wide
World Learning
Learning
Systems
Knowledge
Framework 1
Learning
Communities
of
Practice
Network
Systems
Transforming
data to wisdom-in-action
network-wide
6.
Learning
Systems
Conversation
space
Website
Projects
Informal
interactions
Web/
Teleconference
Visits
Workshops
Learning
Systems
Knowledge
Framework 2
Face-to-face
meetings
Ecology of Learning
Source: Snyder, W. M. and E. Wenger (2004). Our World as a Learning System: a Communities-of-Practice Approach.
Creating a learning culture: strategy, technology, and practice. M. L. Conner and J. G. Clawson, The Press Syndicate of the
University of Cambridge: 35-58.
6.
Learning
Systems
Transforming
data to wisdom-in-action
network-wide
Top Skills
Top Attributes
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
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




Developing systems
Learning
Teaching
Connecting
Patient
Empathic
Clear
Wise
7.
Policy and
Advocacy
Generating tight connections
between action and policy
Source: Waddell, S. J. (2003). "Global Action Networks: Building global public
policy systems of accountability." AccountAbility Quarterly 20: 19-26.
7.
Policy and
Advocacy
Generating tight connections
between action and policy
Top Skills
Top Attributes
 Action learning
 Developing policy
 Connecting crosssector
 Legitimate
 Authoritative
 Persuasive
Growing commitment to
global public goods
8.
Resource
Mobilization
Business
IGOs
National
Gvts
GAN
Foundations
NGOs
8.
Resource
Mobilization
Growing commitment to
global public goods
Top Skills
Attributes
 Developing business
models
 Translating needs into
opportunities
 Managing finances
 Persuasive
 Transparent
 Accountable
Global Action Network Competencies
1.
Leadership
8.
Resource
Mobilization
7.
Policy and
Advocacy
2.
Network
Development
Action
Handlungskompetenz
6.
Knowledge &
Learning
5. Communications
3.
Measuring
Impact
4.
Change
and
Conflict