SlideShare une entreprise Scribd logo
1  sur  7
Télécharger pour lire hors ligne
OVERVIEW
                                                                     This is a tool for assessing the health of your network, and exploring
                                                                     actions to take to develop or strengthen it. This tool is intended for use
                                                                     by individuals working within or through social change networks.

                                                                     Instructions:
                                                                     1.   Begin by identifying your network as either:
                                                                                         1.    BOUNDED: a network with clear boundaries.
                                                                                               The participants are known.
                                                                                         1.    UNBOUNDED: a network with fuzzy boundaries.
                                                                                               The participants are not all known.
                                                                     2.   Rate your network (high, medium, low) against attributes within eight areas of
                                                                          network health
                                                                     3.   Step back and jot down notes on your network’s performance in each area of
                                                                          health. Note whether or not this is a priority area for strengthening. Depending
                                                                          on where your network is at in its lifecycle, different attributes may be at
                                                                          different levels of priority
                                                                     4.   Elicit multiple perspectives on your network’s health. Ask leaders from across
                                                                          your network to take the diagnostic. Compare and aggregate results
                                                                     5.   Next, link your priority areas with actions for strengthening networks. The
                                                                          actions are by no means prescriptive and do not correlate directly to the
                                                                          attributes within each area of network health. They are meant to spur your
                                                                          thinking about the range of specific steps you might take to strengthen your
                                                                          network

                                                                     Sources: This tool was created with inputs from multiple sources – most significantly
                                                                     research done by Monitor Institute for Packard Foundation grantees in 2008-09, and the
                                                                     work of the following network experts: Beth Kanter, June Holley, Marty Kearns, Pete Plastrik
                                                                     and Madeleine Taylor, Clay Shirky, and Jane Wei-Skillern.

Created by the Monitor Institute, www.monitorinstitute.com
Please direct queries about this tool to Diana_Scearce@monitor.com
This work is licensed under the Creative Commons Share Alike 3.0
Unported License.
1

                                                                                     Notes on Overall
Characteristic   Desired Attributes                               HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Clearly articulated give and get for                                                   • Engage network participants in framing network purpose and goals
                 participants                                                                           • Clearly articulate value the network aspires to deliver to participants
                                                                                                        • Regularly test the network value with participants and refine / update as
                 Delivers value/outcomes to participants                                                  needed
                                                                                                        • Ensure that the network is accountable to the community it seeks to serve
Value
                 Network value propositions are aligned and
                 evolve with participant demand




                 Participation includes the necessary diversity                                         • Map the network --to determine who is in the network and how connected
                 knowledge, skills and capacity to achieve                                                they are, and identify new participants and strategies for engaging them
                 purpose                                                                                • Determine network boundaries – who is in and who is out. Determine how
                                                                                                          porous these boundaries should be
                 New participants can quickly become                                                    • Welcome and orient new participants, develop a standard process for
                 productive within the network                                                            doing so
                                                                                                        • Hire a network weaver to bring the right participants into the mix and
                                                                                                          increase connectivity throughout the network
                 High voluntary engagement in the network
Participation                                                                                           • Create workspaces that invite community building and participation—
                                                                                                          online and in-person
                 Participants have a formal or informal code
                                                                                                        • Identify ‘open triangles’ and close them – identify two people who you
                 of conduct and high level of trust with one
                                                                                                          know and who would benefit from knowing each other and introduce
                 another
                                                                                                          them
                                                                                                        • Encourage small collaborative projects among just two or three network
                 Participants regularly interact and                                                      participants
                 collaborate with one another without going
                                                                                                        • Codify a code of conduct, share it broadly, and live by it
                 through a central hub

                 Network has a concept of its structure, how it                                         • Map the network in order to visualize structure, diagnose strengths and
                 suits its purpose, and how it might evolve                                               weaknesses, and identify strategies for growing the network
                 (e.g. from hub and spoke to multi-hub                                                  • Facilitate an open strategic conversation that encourages participation
                 structure)                                                                               from across the network; solicit the ‘wisdom of the crowd’
                                                                                                        • Grow the number of people on the periphery of the network and create
                 Balance of top-down and bottom-up                                                        opportunities for their fresh ideas to flow into the network
Form             strategies for doing the work of the network                                           • Create an innovation fund – a dedicated resource for cutting edge work
                                                                                                          that creates a mandate for risk-taking
                 Network spaces invite self-organized action
2

                                                                                     Notes on Overall
Characteristic   Desired Attributes                               HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Leaders inspire and help participants                                                  • Identify individuals with strong group process skills and aptitude for IT-
                 recognize and work towards common goals                                                  enabled collaboration to take on more responsibility
                                                                                                        • Develop a system for diversifying and refreshing leadership
                 Leaders seek out opportunities to highlight                                            • Get out of the way – target opportunities for network participants to
                 and bridge difference in service of network                                              connect and collaborate directly
                 goals                                                                                  • Bridge difference. Connect people and ideas that normally don’t go
Leadership                                                                                                together
                 Leadership is shared. Responsibility and
                 control is spread throughout the network

                 Leadership is refreshed and renewed to
                 reflect the network as it evolves

                 Governance is reflective of diverse                                                    • Formalize governance system with an eye to identifying opportunities to
                 constituencies in the network and                                                        share decision-making power
                 transparent                                                                            • Create mechanisms for voices from the periphery to influence decision-
                                                                                                          making
                 Governance is formalized in a group,
                 committee or board (not a single person)
Governance
                 Governing body rotates its members over
                 time




                 Network is resilient. If some highly connected                                         • Align communication tools with what members are comfortable using or
                 participants leave, the network remains                                                  can be trained to use. Don’t assume the network should adopt the latest
                 strong                                                                                   advances
                                                                                                        • Follow the 1/10/100 rule :1% create content, 10% comment on it, and
                                                                                                          100% view content
                 Ample shared space, online and in-person,
                 allowing participants to easily connect                                                • Allocate time and budget for designing, facilitating and maintaining online
                                                                                                          network communications
Connection                                                                                              • Look to young people to guide your use of social media
                 Network use of social media tools and
                 strategies are appropriate given participant                                           • Design shared spaces –online forums and in-person common spaces that
                 skills and habits                                                                        encourage interactions
                                                                                                        • Seek out lower cost opportunities for connecting network participants in-
                 Network use of social media tools and                                                    person – e.g. host a reception at a commonly attended conference
                 strategies are a good fit for types of
                 interactions needed to meet the purpose
3

                                                                                      Notes on Overall
Characteristic   Desired Attributes                                HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Participants know where resources are in the                                            • Create systems to help participants find and share relevant expertise
                 network—knowledge , skills, and capacity                                                • Broadcast basic needs to the network and tap excess capacity to fill them
                                                                                                         • Surface the talent in the network. Don’t assume external expertise needs
                 Network can identify and prioritize filling                                               to be brought in to address network needs
                 knowledge, skills and capacity gaps
Capacity
                 Effective model for financial sustainability in
                 place




                 Network gathers feedback, and captures                                                  • Create mechanisms for regular gathering of feedback from network
                 learning as stories                                                                       participants
                                                                                                         • Invite key network participants to develop a shared set of metrics
                 Network has an agreed upon desired impact                                               • Create a network map that will serve as a baseline measurement. Map the
                 and a common set of metrics to measure that                                               network again in 1-2 years, or once there has been enough time for change
                 impact                                                                                    in the network. Compare the two maps to assess change in the system
Learning &
                                                                                                         • Create a mechanism – with dedicated resources – for ongoing capture of
Adaptation                                                                                                 learning and stories throughout the network
                 Network regularly measures, evaluates, and
                 reflects on its impact to refine its goals and
                 activities
1

                                                                                     Notes on Overall
Characteristic   Desired Attributes                               HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Clearly articulated give and get for                                                   • Engage network participants in framing network purpose and goals
                 participants                                                                           • Clearly articulate value the network aspires to deliver to participants
                                                                                                        • Regularly test the network value with participants and refine / update as
                 Delivers value/outcomes to participants                                                  needed
                                                                                                        • Ensure that the network is accountable to the community it seeks to serve
Value
                 Network value propositions are aligned and
                 evolve with participant demand




                 Participation includes the necessary diversity                                         • Map the network --to determine who is in the network and how connected
                 knowledge, skills and capacity to achieve                                                they are, and identify new members and strategies for engaging them
                 purpose                                                                                • Determine network boundaries – who is in and who is out. Determine how
                                                                                                          porous these boundaries should be
                 High voluntary engagement in the network                                               • Welcome and orient new participants; develop a standard process for
                 by participants                                                                          doing so
                                                                                                        • Hire a network weaver to bring the right participants into the mix and
                                                                                                          increase connectivity throughout the network
Participation    High voluntary engagement in the network
                                                                                                        • Create workspaces that invite community building and participation—
                                                                                                          online and in-person
                 Participants have a formal or informal code
                                                                                                        • Identify ‘open triangles’ and close them – identify two people who you
                 of conduct and trust one another
                                                                                                          know and who would benefit from knowing each other and introduce
                                                                                                          them
                 Participants regularly interact and                                                    • Encourage small collaborative projects among just two or three network
                 collaborate with one another without going                                               participants
                 through a central hub
                                                                                                        • Codify a code of conduct, share it broadly, and live by it

                 Network has a concept of its structure, how it                                         • Map the network in order to visualize structure, diagnose strengths and
                 suits its purpose, and how it might evolve                                               weaknesses, and identify strategies for growing the network
                                                                                                        • Facilitate an open strategic conversation that encourages participation
                                                                                                          from across the network; solicit the ‘wisdom of the crowd’
                 Balance of top-down and bottom-up
                 strategies for doing the work of the network                                           • Grow the number of people on the periphery of the network and create
Form                                                                                                      opportunities for their fresh ideas to flow into the network
                                                                                                        • Create an innovation fund – a dedicated resource for cutting edge work
                 Network spaces invite self-organized action                                              that creates a mandate for risk-taking
2

                                                                                   Notes on Overall
Characteristic   Desired Attributes                             HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Leaders inspire and help participants                                                • Identify individuals with strong group process skills and aptitude for IT-
                 recognize and work towards common goals                                                enabled collaboration to take on more responsibility
                                                                                                      • Develop a system for diversifying and refreshing leadership
                 Leaders seek out opportunities to highlight                                          • Get out of the way – target opportunities for network participants to
                 and bridge difference in service of network                                            connect and collaborate directly
                 goals                                                                                • Bridge difference. Connect people and ideas that normally don’t go
Leadership                                                                                              together
                 Leadership is shared. Responsibility and
                 control are pushed out to the network

                 Leadership is refreshed and renewed to
                 reflect the network as it evolves

                 Governance is reflective of diverse                                                  • Formalize governance system with an eye to identifying opportunities to
                 constituencies within the network and                                                  share decision-making power
                 transparent                                                                          • Create mechanisms for voices from the periphery to influence decision-
                                                                                                        making

Governance




                 Network is resilient. Connectivity is strong                                         • Align communication tools with what participants are comfortable using or
                 enough throughout that if some highly                                                  can be trained to use. Don’t assume the network should adopt the latest
                 connected participants leave, the network                                              advances
                 remains strong                                                                       • Follow the 1/10/100 rule :1% create content, 10% comment on it, and
                                                                                                        100% view content
                 Ample well-designed space, online and/or in-                                         • Allocate time and budget for designing, facilitating and maintaining online
                 person, allowing participants to easily                                                network communications
Connection       connect                                                                              • Look to young people to guide your use of social media
                                                                                                      • Design shared spaces –online forums and in-person common spaces that
                 Network use of social media supports                                                   encourage interactions
                 objectives in external communications plan                                           • Seek out lower cost opportunities for connecting network participants in-
                                                                                                        person – e.g. host a reception at a commonly attended conference
                 Network use of social media is embraced and
                 understood by network leaders and
                 participants
3

                                                                                      Notes on Overall
Characteristic   Desired Attributes                                HIGH   MED   LOW   Performance        Potential Actions to Strengthen the Network
                 Network can identify and prioritize filling                                             • Create systems to help participants find and share relevant expertise
                 knowledge, skills and capacity gaps                                                     • Broadcast basic needs to the network and tap excess capacity to fill them
                                                                                                         • Surface the talent in the network. Don’t assume external expertise needs
                 Effective model for financial sustainability in                                           to be brought in to address network needs
                 place
Capacity




                 Network gathers feedback, and captures                                                  • Create mechanisms for regular gathering of feedback from network
                 learning as stories                                                                       participants
                                                                                                         • Invite key network participants to develop a shared set of metrics
                 Network has a clearly articulated desired                                               • Create a network map that will serve as a baseline measurement. Map the
                 impact and a set of metrics to measure that                                               network again in 1-2 years, or once there has been enough time for change
                 impact                                                                                    in the network. Compare the two maps to assess change in the system
Learning &
                                                                                                         • Create a mechanism – with dedicated resources – for ongoing capture of
Adaptation                                                                                                 learning and stories throughout the network
                 Network regularly measures, evaluates, and
                 reflects on its impact to refine its goals and
                 activities

Contenu connexe

En vedette

Identity Theft and Your SSN
Identity Theft and Your SSNIdentity Theft and Your SSN
Identity Theft and Your SSNGreg Ewers
 
Your Secret Sauce: Mixing Mobile, Social and Email Marketing
Your Secret Sauce: Mixing Mobile, Social and Email MarketingYour Secret Sauce: Mixing Mobile, Social and Email Marketing
Your Secret Sauce: Mixing Mobile, Social and Email MarketingSignal
 
z/VM 6.2: Increasing the Endless Possibilities of Virtualization
z/VM 6.2: Increasing the Endless Possibilities of Virtualizationz/VM 6.2: Increasing the Endless Possibilities of Virtualization
z/VM 6.2: Increasing the Endless Possibilities of VirtualizationIBM India Smarter Computing
 
The Power of the Panda for Credit Unions
The Power of the Panda for Credit Unions The Power of the Panda for Credit Unions
The Power of the Panda for Credit Unions Lorien Balayan
 
Cover Letter and Resume Workshop (January 2008)
Cover Letter and Resume Workshop (January 2008)Cover Letter and Resume Workshop (January 2008)
Cover Letter and Resume Workshop (January 2008)McGill Investment Club
 
Book reviews by Nathan Rosen May/June 2013
Book reviews by Nathan Rosen May/June 2013Book reviews by Nathan Rosen May/June 2013
Book reviews by Nathan Rosen May/June 2013Nathan Rosen
 
Demetria Diggs & Dr. Wm. A. Kritsonis
Demetria  Diggs & Dr. Wm. A. KritsonisDemetria  Diggs & Dr. Wm. A. Kritsonis
Demetria Diggs & Dr. Wm. A. Kritsonisguestcc1ebaf
 
Green breakfast presentation by Tom Curtis
Green breakfast presentation by Tom CurtisGreen breakfast presentation by Tom Curtis
Green breakfast presentation by Tom CurtisBlake Morgan
 
Brand Substance Handbook - Green Unplugged Becky Willan
Brand Substance Handbook - Green Unplugged Becky Willan Brand Substance Handbook - Green Unplugged Becky Willan
Brand Substance Handbook - Green Unplugged Becky Willan Given London
 
Ccsi Power Point
Ccsi Power PointCcsi Power Point
Ccsi Power Pointmikemoreau
 
Venice Sessions IV - David Weinberger - Between Media and World
Venice Sessions IV - David Weinberger - Between Media and WorldVenice Sessions IV - David Weinberger - Between Media and World
Venice Sessions IV - David Weinberger - Between Media and Worldvenice sessions
 
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...Black Hawk Economic Development
 

En vedette (20)

Identity Theft and Your SSN
Identity Theft and Your SSNIdentity Theft and Your SSN
Identity Theft and Your SSN
 
Your Secret Sauce: Mixing Mobile, Social and Email Marketing
Your Secret Sauce: Mixing Mobile, Social and Email MarketingYour Secret Sauce: Mixing Mobile, Social and Email Marketing
Your Secret Sauce: Mixing Mobile, Social and Email Marketing
 
z/VM 6.2: Increasing the Endless Possibilities of Virtualization
z/VM 6.2: Increasing the Endless Possibilities of Virtualizationz/VM 6.2: Increasing the Endless Possibilities of Virtualization
z/VM 6.2: Increasing the Endless Possibilities of Virtualization
 
Tudor Arghezi High School
Tudor Arghezi High SchoolTudor Arghezi High School
Tudor Arghezi High School
 
The Power of the Panda for Credit Unions
The Power of the Panda for Credit Unions The Power of the Panda for Credit Unions
The Power of the Panda for Credit Unions
 
Cover Letter and Resume Workshop (January 2008)
Cover Letter and Resume Workshop (January 2008)Cover Letter and Resume Workshop (January 2008)
Cover Letter and Resume Workshop (January 2008)
 
Backyard Birding
Backyard BirdingBackyard Birding
Backyard Birding
 
Digitale medier og vidensdeling
Digitale medier og vidensdelingDigitale medier og vidensdeling
Digitale medier og vidensdeling
 
WordsDoComeEasy
WordsDoComeEasyWordsDoComeEasy
WordsDoComeEasy
 
8 steps to effective goal setting
8 steps to effective goal setting8 steps to effective goal setting
8 steps to effective goal setting
 
Book reviews by Nathan Rosen May/June 2013
Book reviews by Nathan Rosen May/June 2013Book reviews by Nathan Rosen May/June 2013
Book reviews by Nathan Rosen May/June 2013
 
Demetria Diggs & Dr. Wm. A. Kritsonis
Demetria  Diggs & Dr. Wm. A. KritsonisDemetria  Diggs & Dr. Wm. A. Kritsonis
Demetria Diggs & Dr. Wm. A. Kritsonis
 
Is This Career For You?
Is This Career For You?Is This Career For You?
Is This Career For You?
 
BeBalanced
BeBalancedBeBalanced
BeBalanced
 
Green breakfast presentation by Tom Curtis
Green breakfast presentation by Tom CurtisGreen breakfast presentation by Tom Curtis
Green breakfast presentation by Tom Curtis
 
Brand Substance Handbook - Green Unplugged Becky Willan
Brand Substance Handbook - Green Unplugged Becky Willan Brand Substance Handbook - Green Unplugged Becky Willan
Brand Substance Handbook - Green Unplugged Becky Willan
 
2CPP18 - Modifiers
2CPP18 - Modifiers2CPP18 - Modifiers
2CPP18 - Modifiers
 
Ccsi Power Point
Ccsi Power PointCcsi Power Point
Ccsi Power Point
 
Venice Sessions IV - David Weinberger - Between Media and World
Venice Sessions IV - David Weinberger - Between Media and WorldVenice Sessions IV - David Weinberger - Between Media and World
Venice Sessions IV - David Weinberger - Between Media and World
 
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...
Illinois Institute for Rural Affairs: Catalyst for Rural Community Economic D...
 

Similaire à Healthy network diagnostic

TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...Steven Wardell
 
Activate Networks Overview 2012
Activate Networks Overview 2012Activate Networks Overview 2012
Activate Networks Overview 2012Steven Wardell
 
Activate Networks Overview 2012
Activate Networks Overview 2012Activate Networks Overview 2012
Activate Networks Overview 2012Steven Wardell
 
10 17-11 networks 101 geo conference
10 17-11 networks 101 geo conference10 17-11 networks 101 geo conference
10 17-11 networks 101 geo conferencedianascearce
 
Basic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandBasic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandJune Holley
 
Basic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandBasic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandJune Holley
 
CFMC NWLC 20100902
CFMC NWLC 20100902CFMC NWLC 20100902
CFMC NWLC 20100902Janet Shing
 
Social media! are you ready?
Social media! are you ready?Social media! are you ready?
Social media! are you ready?Ayman Hindam
 
Network Weaving: URJ Social Media Boot Camp
Network Weaving: URJ Social Media Boot CampNetwork Weaving: URJ Social Media Boot Camp
Network Weaving: URJ Social Media Boot CampLisa Colton
 
Network Weaver Handbook Workgroup
Network Weaver Handbook WorkgroupNetwork Weaver Handbook Workgroup
Network Weaver Handbook WorkgroupMidMarket Place
 
Thinking Strategically About Networks for Change
Thinking Strategically About Networks for ChangeThinking Strategically About Networks for Change
Thinking Strategically About Networks for ChangeThe Rockefeller Foundation
 
COF Riding the Wave of Digital Engagement
COF Riding the Wave of Digital EngagementCOF Riding the Wave of Digital Engagement
COF Riding the Wave of Digital EngagementBeth Kanter
 
Organisational Network Analysis and Enterprise Architecture
Organisational Network Analysis and Enterprise ArchitectureOrganisational Network Analysis and Enterprise Architecture
Organisational Network Analysis and Enterprise ArchitectureNicole Mathison
 
21st Century Organization Group Brochure
21st Century Organization Group Brochure21st Century Organization Group Brochure
21st Century Organization Group Brochurevaxelrod
 

Similaire à Healthy network diagnostic (20)

Tsrc rep
Tsrc repTsrc rep
Tsrc rep
 
Tsrc rep
Tsrc repTsrc rep
Tsrc rep
 
LLC Webinar on Networks 2.14.2012
LLC Webinar on Networks 2.14.2012LLC Webinar on Networks 2.14.2012
LLC Webinar on Networks 2.14.2012
 
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...
TNR2013 Mindy Levy, The Personal Network Assessment - Driving Leadership Deve...
 
Strengthening Network Practice Through Evaluation
Strengthening Network Practice Through EvaluationStrengthening Network Practice Through Evaluation
Strengthening Network Practice Through Evaluation
 
Activate Networks Overview 2012
Activate Networks Overview 2012Activate Networks Overview 2012
Activate Networks Overview 2012
 
Activate Networks Overview 2012
Activate Networks Overview 2012Activate Networks Overview 2012
Activate Networks Overview 2012
 
10 17-11 networks 101 geo conference
10 17-11 networks 101 geo conference10 17-11 networks 101 geo conference
10 17-11 networks 101 geo conference
 
Basic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandBasic networkconceptsnewfoundland
Basic networkconceptsnewfoundland
 
Basic networkconceptsnewfoundland
Basic networkconceptsnewfoundlandBasic networkconceptsnewfoundland
Basic networkconceptsnewfoundland
 
CFMC NWLC 20100902
CFMC NWLC 20100902CFMC NWLC 20100902
CFMC NWLC 20100902
 
Social media! are you ready?
Social media! are you ready?Social media! are you ready?
Social media! are you ready?
 
Network Weaving: URJ Social Media Boot Camp
Network Weaving: URJ Social Media Boot CampNetwork Weaving: URJ Social Media Boot Camp
Network Weaving: URJ Social Media Boot Camp
 
Trends in online communities
Trends in online communitiesTrends in online communities
Trends in online communities
 
Network Weaver Handbook Workgroup
Network Weaver Handbook WorkgroupNetwork Weaver Handbook Workgroup
Network Weaver Handbook Workgroup
 
Thinking Strategically About Networks for Change
Thinking Strategically About Networks for ChangeThinking Strategically About Networks for Change
Thinking Strategically About Networks for Change
 
COF Riding the Wave of Digital Engagement
COF Riding the Wave of Digital EngagementCOF Riding the Wave of Digital Engagement
COF Riding the Wave of Digital Engagement
 
Organisational Network Analysis and Enterprise Architecture
Organisational Network Analysis and Enterprise ArchitectureOrganisational Network Analysis and Enterprise Architecture
Organisational Network Analysis and Enterprise Architecture
 
21st Century Organization Group Brochure
21st Century Organization Group Brochure21st Century Organization Group Brochure
21st Century Organization Group Brochure
 
Making Networks Work
Making Networks WorkMaking Networks Work
Making Networks Work
 

Plus de Working Wikily

Usdn inc regional networks guidebook 2.0
Usdn inc regional networks guidebook 2.0Usdn inc regional networks guidebook 2.0
Usdn inc regional networks guidebook 2.0Working Wikily
 
CGBD workshop 2012 May 29
CGBD workshop 2012 May 29CGBD workshop 2012 May 29
CGBD workshop 2012 May 29Working Wikily
 
DISRUPTION: Evolving Models of Engagement and Support
DISRUPTION: Evolving Models of Engagement and SupportDISRUPTION: Evolving Models of Engagement and Support
DISRUPTION: Evolving Models of Engagement and SupportWorking Wikily
 
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Working Wikily
 
Monitor Institute - What's Next for Philanthropy: Executive Summary
Monitor Institute - What's Next for Philanthropy: Executive SummaryMonitor Institute - What's Next for Philanthropy: Executive Summary
Monitor Institute - What's Next for Philanthropy: Executive SummaryWorking Wikily
 
GBN/Rockefeller Scenarios on Technology & Development
GBN/Rockefeller Scenarios on Technology & DevelopmentGBN/Rockefeller Scenarios on Technology & Development
GBN/Rockefeller Scenarios on Technology & DevelopmentWorking Wikily
 
Monitor Institute: KaBOOM! Case Study
Monitor Institute: KaBOOM! Case StudyMonitor Institute: KaBOOM! Case Study
Monitor Institute: KaBOOM! Case StudyWorking Wikily
 
Drawing your network map
Drawing your network mapDrawing your network map
Drawing your network mapWorking Wikily
 
Social Networks for Social Change (WSP 166)
Social Networks for Social Change (WSP 166)Social Networks for Social Change (WSP 166)
Social Networks for Social Change (WSP 166)Working Wikily
 
Healthy Networks Diagnostic
Healthy Networks DiagnosticHealthy Networks Diagnostic
Healthy Networks DiagnosticWorking Wikily
 

Plus de Working Wikily (12)

Usdn inc regional networks guidebook 2.0
Usdn inc regional networks guidebook 2.0Usdn inc regional networks guidebook 2.0
Usdn inc regional networks guidebook 2.0
 
CGBD workshop 2012 May 29
CGBD workshop 2012 May 29CGBD workshop 2012 May 29
CGBD workshop 2012 May 29
 
DISRUPTION: Evolving Models of Engagement and Support
DISRUPTION: Evolving Models of Engagement and SupportDISRUPTION: Evolving Models of Engagement and Support
DISRUPTION: Evolving Models of Engagement and Support
 
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...
 
Monitor Institute - What's Next for Philanthropy: Executive Summary
Monitor Institute - What's Next for Philanthropy: Executive SummaryMonitor Institute - What's Next for Philanthropy: Executive Summary
Monitor Institute - What's Next for Philanthropy: Executive Summary
 
GBN/Rockefeller Scenarios on Technology & Development
GBN/Rockefeller Scenarios on Technology & DevelopmentGBN/Rockefeller Scenarios on Technology & Development
GBN/Rockefeller Scenarios on Technology & Development
 
Monitor Institute: KaBOOM! Case Study
Monitor Institute: KaBOOM! Case StudyMonitor Institute: KaBOOM! Case Study
Monitor Institute: KaBOOM! Case Study
 
Drawing your network map
Drawing your network mapDrawing your network map
Drawing your network map
 
The Power of Networks
The Power of NetworksThe Power of Networks
The Power of Networks
 
Map Drawing Activity
Map  Drawing  ActivityMap  Drawing  Activity
Map Drawing Activity
 
Social Networks for Social Change (WSP 166)
Social Networks for Social Change (WSP 166)Social Networks for Social Change (WSP 166)
Social Networks for Social Change (WSP 166)
 
Healthy Networks Diagnostic
Healthy Networks DiagnosticHealthy Networks Diagnostic
Healthy Networks Diagnostic
 

Healthy network diagnostic

  • 1. OVERVIEW This is a tool for assessing the health of your network, and exploring actions to take to develop or strengthen it. This tool is intended for use by individuals working within or through social change networks. Instructions: 1. Begin by identifying your network as either: 1. BOUNDED: a network with clear boundaries. The participants are known. 1. UNBOUNDED: a network with fuzzy boundaries. The participants are not all known. 2. Rate your network (high, medium, low) against attributes within eight areas of network health 3. Step back and jot down notes on your network’s performance in each area of health. Note whether or not this is a priority area for strengthening. Depending on where your network is at in its lifecycle, different attributes may be at different levels of priority 4. Elicit multiple perspectives on your network’s health. Ask leaders from across your network to take the diagnostic. Compare and aggregate results 5. Next, link your priority areas with actions for strengthening networks. The actions are by no means prescriptive and do not correlate directly to the attributes within each area of network health. They are meant to spur your thinking about the range of specific steps you might take to strengthen your network Sources: This tool was created with inputs from multiple sources – most significantly research done by Monitor Institute for Packard Foundation grantees in 2008-09, and the work of the following network experts: Beth Kanter, June Holley, Marty Kearns, Pete Plastrik and Madeleine Taylor, Clay Shirky, and Jane Wei-Skillern. Created by the Monitor Institute, www.monitorinstitute.com Please direct queries about this tool to Diana_Scearce@monitor.com This work is licensed under the Creative Commons Share Alike 3.0 Unported License.
  • 2. 1 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Clearly articulated give and get for • Engage network participants in framing network purpose and goals participants • Clearly articulate value the network aspires to deliver to participants • Regularly test the network value with participants and refine / update as Delivers value/outcomes to participants needed • Ensure that the network is accountable to the community it seeks to serve Value Network value propositions are aligned and evolve with participant demand Participation includes the necessary diversity • Map the network --to determine who is in the network and how connected knowledge, skills and capacity to achieve they are, and identify new participants and strategies for engaging them purpose • Determine network boundaries – who is in and who is out. Determine how porous these boundaries should be New participants can quickly become • Welcome and orient new participants, develop a standard process for productive within the network doing so • Hire a network weaver to bring the right participants into the mix and increase connectivity throughout the network High voluntary engagement in the network Participation • Create workspaces that invite community building and participation— online and in-person Participants have a formal or informal code • Identify ‘open triangles’ and close them – identify two people who you of conduct and high level of trust with one know and who would benefit from knowing each other and introduce another them • Encourage small collaborative projects among just two or three network Participants regularly interact and participants collaborate with one another without going • Codify a code of conduct, share it broadly, and live by it through a central hub Network has a concept of its structure, how it • Map the network in order to visualize structure, diagnose strengths and suits its purpose, and how it might evolve weaknesses, and identify strategies for growing the network (e.g. from hub and spoke to multi-hub • Facilitate an open strategic conversation that encourages participation structure) from across the network; solicit the ‘wisdom of the crowd’ • Grow the number of people on the periphery of the network and create Balance of top-down and bottom-up opportunities for their fresh ideas to flow into the network Form strategies for doing the work of the network • Create an innovation fund – a dedicated resource for cutting edge work that creates a mandate for risk-taking Network spaces invite self-organized action
  • 3. 2 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Leaders inspire and help participants • Identify individuals with strong group process skills and aptitude for IT- recognize and work towards common goals enabled collaboration to take on more responsibility • Develop a system for diversifying and refreshing leadership Leaders seek out opportunities to highlight • Get out of the way – target opportunities for network participants to and bridge difference in service of network connect and collaborate directly goals • Bridge difference. Connect people and ideas that normally don’t go Leadership together Leadership is shared. Responsibility and control is spread throughout the network Leadership is refreshed and renewed to reflect the network as it evolves Governance is reflective of diverse • Formalize governance system with an eye to identifying opportunities to constituencies in the network and share decision-making power transparent • Create mechanisms for voices from the periphery to influence decision- making Governance is formalized in a group, committee or board (not a single person) Governance Governing body rotates its members over time Network is resilient. If some highly connected • Align communication tools with what members are comfortable using or participants leave, the network remains can be trained to use. Don’t assume the network should adopt the latest strong advances • Follow the 1/10/100 rule :1% create content, 10% comment on it, and 100% view content Ample shared space, online and in-person, allowing participants to easily connect • Allocate time and budget for designing, facilitating and maintaining online network communications Connection • Look to young people to guide your use of social media Network use of social media tools and strategies are appropriate given participant • Design shared spaces –online forums and in-person common spaces that skills and habits encourage interactions • Seek out lower cost opportunities for connecting network participants in- Network use of social media tools and person – e.g. host a reception at a commonly attended conference strategies are a good fit for types of interactions needed to meet the purpose
  • 4. 3 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Participants know where resources are in the • Create systems to help participants find and share relevant expertise network—knowledge , skills, and capacity • Broadcast basic needs to the network and tap excess capacity to fill them • Surface the talent in the network. Don’t assume external expertise needs Network can identify and prioritize filling to be brought in to address network needs knowledge, skills and capacity gaps Capacity Effective model for financial sustainability in place Network gathers feedback, and captures • Create mechanisms for regular gathering of feedback from network learning as stories participants • Invite key network participants to develop a shared set of metrics Network has an agreed upon desired impact • Create a network map that will serve as a baseline measurement. Map the and a common set of metrics to measure that network again in 1-2 years, or once there has been enough time for change impact in the network. Compare the two maps to assess change in the system Learning & • Create a mechanism – with dedicated resources – for ongoing capture of Adaptation learning and stories throughout the network Network regularly measures, evaluates, and reflects on its impact to refine its goals and activities
  • 5. 1 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Clearly articulated give and get for • Engage network participants in framing network purpose and goals participants • Clearly articulate value the network aspires to deliver to participants • Regularly test the network value with participants and refine / update as Delivers value/outcomes to participants needed • Ensure that the network is accountable to the community it seeks to serve Value Network value propositions are aligned and evolve with participant demand Participation includes the necessary diversity • Map the network --to determine who is in the network and how connected knowledge, skills and capacity to achieve they are, and identify new members and strategies for engaging them purpose • Determine network boundaries – who is in and who is out. Determine how porous these boundaries should be High voluntary engagement in the network • Welcome and orient new participants; develop a standard process for by participants doing so • Hire a network weaver to bring the right participants into the mix and increase connectivity throughout the network Participation High voluntary engagement in the network • Create workspaces that invite community building and participation— online and in-person Participants have a formal or informal code • Identify ‘open triangles’ and close them – identify two people who you of conduct and trust one another know and who would benefit from knowing each other and introduce them Participants regularly interact and • Encourage small collaborative projects among just two or three network collaborate with one another without going participants through a central hub • Codify a code of conduct, share it broadly, and live by it Network has a concept of its structure, how it • Map the network in order to visualize structure, diagnose strengths and suits its purpose, and how it might evolve weaknesses, and identify strategies for growing the network • Facilitate an open strategic conversation that encourages participation from across the network; solicit the ‘wisdom of the crowd’ Balance of top-down and bottom-up strategies for doing the work of the network • Grow the number of people on the periphery of the network and create Form opportunities for their fresh ideas to flow into the network • Create an innovation fund – a dedicated resource for cutting edge work Network spaces invite self-organized action that creates a mandate for risk-taking
  • 6. 2 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Leaders inspire and help participants • Identify individuals with strong group process skills and aptitude for IT- recognize and work towards common goals enabled collaboration to take on more responsibility • Develop a system for diversifying and refreshing leadership Leaders seek out opportunities to highlight • Get out of the way – target opportunities for network participants to and bridge difference in service of network connect and collaborate directly goals • Bridge difference. Connect people and ideas that normally don’t go Leadership together Leadership is shared. Responsibility and control are pushed out to the network Leadership is refreshed and renewed to reflect the network as it evolves Governance is reflective of diverse • Formalize governance system with an eye to identifying opportunities to constituencies within the network and share decision-making power transparent • Create mechanisms for voices from the periphery to influence decision- making Governance Network is resilient. Connectivity is strong • Align communication tools with what participants are comfortable using or enough throughout that if some highly can be trained to use. Don’t assume the network should adopt the latest connected participants leave, the network advances remains strong • Follow the 1/10/100 rule :1% create content, 10% comment on it, and 100% view content Ample well-designed space, online and/or in- • Allocate time and budget for designing, facilitating and maintaining online person, allowing participants to easily network communications Connection connect • Look to young people to guide your use of social media • Design shared spaces –online forums and in-person common spaces that Network use of social media supports encourage interactions objectives in external communications plan • Seek out lower cost opportunities for connecting network participants in- person – e.g. host a reception at a commonly attended conference Network use of social media is embraced and understood by network leaders and participants
  • 7. 3 Notes on Overall Characteristic Desired Attributes HIGH MED LOW Performance Potential Actions to Strengthen the Network Network can identify and prioritize filling • Create systems to help participants find and share relevant expertise knowledge, skills and capacity gaps • Broadcast basic needs to the network and tap excess capacity to fill them • Surface the talent in the network. Don’t assume external expertise needs Effective model for financial sustainability in to be brought in to address network needs place Capacity Network gathers feedback, and captures • Create mechanisms for regular gathering of feedback from network learning as stories participants • Invite key network participants to develop a shared set of metrics Network has a clearly articulated desired • Create a network map that will serve as a baseline measurement. Map the impact and a set of metrics to measure that network again in 1-2 years, or once there has been enough time for change impact in the network. Compare the two maps to assess change in the system Learning & • Create a mechanism – with dedicated resources – for ongoing capture of Adaptation learning and stories throughout the network Network regularly measures, evaluates, and reflects on its impact to refine its goals and activities