Webinar | Supporting Movement and Network Leadership: Creating Space for Emergent Learning
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Supporting Movement and Network Leadership: Creating Space for Emergent Learning With Robin Katcher, Management Assistance Group May 15, 2014
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Webinar | Supporting Movement and Network Leadership: Creating Space for Emergent Learning
- 1. MAY| 2014 @leadershipera #leadershipnet Supporting Movement and Network Leadership: Creating Space for Emergent Learning With Robin Katcher, Management Assistance Group
- 2. LLC anticipates the future and is a dynamic catalyst capable of creating a link from today’s issues in leadership development to tomorrow’s solutions. (Donna Stark, The Annie E. Casey Foundation) Network Research Application LeadershipLearning.org LeadershipForANewEra.org LEADERSHIP LEARNING COMMUNITY
- 3. LeadershipLearning.org LeadershipForANewEra.org LEADERSHIP FOR A NEW ERA The value of collective leadership networks is in their capacity to solve problems quickly in an environment of uncertainty and complexity (Watts, 2004)
- 4. Supporting Movement and Network Leadership: Creating Space for Emergent Learning Presenter: Robin Katcher, Management Assistance Group Date: 5/15/14 at 11:00 am Pacific Time TODAY’S PRESENTER
- 5. Supporting Movement & Network Leadership: Creating Space for Emergent Learning Presentation by Robin Katcher For Leadership Learning Community May 15, 2014
- 6. Network Leadership Innovation Lab: A Co- Creation Story
- 7. Honesty Inspiration • Heard social justice leaders say o Organization is stronger & constituents/causes worse off o Too often fighting short-term, small scale, defensive battles o Isolated, siloed and in competition o Not enough power to win o Need to work differently
- 8. Saw Experimentation with Movement Networks • multi-organizational: link independent organizations and activists to one another • movement oriented: intentionally contribute to a broader social movement • focused on the long term: in it for the long haul beyond a single- issue campaign • porous: more flexible boundaries Main purpose is to advance a movement agenda and build power NOT only serve members
- 9. Promising & Challenging For leaders at different levels: Individual: dealing with complexity, dynamism and constant change Organization: traditional approaches to organization development don’t fit Movement network: reaching scope and scale and inherently challenging
- 10. Holding Systems Within System Cross Movement Movement Network Organization Individual
- 11. Inherently Complex Context Cynefin Framework by David Snowden
- 12. Operating in Complexity • “Standard” approaches to leadership development & capacity building falter – “Heroic” leader mismatch to reality of shared, dynamic leadership – Rooted in a “deficit model” -- pre-existing list of favorable traits, diagnoses & address deficits, train, post-test – Reliance on expert knowing rather than emergent learning – Rigid boundaries and structure limit adaptability • Process of Lab shaped by nature of subject
- 13. How To Cultivate Emergent Practice & Learning? • Gather existing wisdom • Co-create with social justice leaders who are at the cutting edge of the work – Catalyzing movement networks – Running their own organizations – Committed to learning and growth – Work in across a range of movements and bring diverse perspective
- 14. Co-Creation of Design Network Leadership Innovation Lab Design Advisors Input 30 academics, thought leaders, practioners Design Team 7 social justice leaders Funders Input 45 in dialogue sessions
- 15. Lab Co-Creators May Boeve and Phil Aroneanu, 350.org Tracy Sturdivant*, State Voices Sarita Gupta* and Erica Smiley, Jobs with Justice Vincent Pan* and Jenny Lam, Chinese for Affirmative Action Eveline Shen* and Moira Bowman, Forward Together Gustavo Torres* and Virginia Kase, CASA de Maryland Dana Kaplan and Jolon McNeil, Juvenile Justice Project of Louisiana Kierra Johnson* and Mari Schimmer, CHOICE USA Rea Carey* and Darlene Nipper, National Gay and Lesbian Task Force with Robin Katcher, Elissa Perry and Mark Leach, Management Assistance Group
- 16. “I don’t want to be part of another leadership program that I had no part in designing.” Eveline Shen We need “a pace to think deeply about our … work – sometimes in ways that are counter to conventional wisdom.” Vincent Pan “I don’t want to be the rat in the maze, I want to be the scientist.” Gustavo Torres
- 17. Big Design Team Aha’s • Need a second key leader & move away from solo heroic leader • No impact if we don’t examine the conditions that support/inhibit success within individuals, organizations and movement ecosystems • Shift to focus on forward thinking, innovation and not making sense of or codifying past experience • Use Action Learning Projects & increase stipends • Mix of participants matter – new additions vetted by Design Team • Co-create goals, guiding principles, agendas
- 18. Develop Guiding Principles • Strength- Based • Centered • Embodied • Includes & Transcends • Emergence & Experimental • Diverse
- 19. Lab Goals/Intentions • Create vibrant space to learn, inspire and innovate. • Deepen our shared understanding of what it takes to succeed and how the current ecosystem enables or inhibits success. • Share emergent learning that can influence the field to be more hospitable to movement networks.
- 20. • 3 face to face convenings; 2 days each – Agenda draft reviewed by subset of participants – Highly adaptive/flexible – Theory mini presentations; follow demand – Practical applications • Flexible individual coaching for executive directors; 9-12 sessions • Peer coaching for groupings of key leaders; facilitated at start; then self organized Program Elements Goal 1 Learn, Inspire, Innovate
- 21. • Create Action Learning Projects with goal to identify & explore a learning question • $15,000 stipends for each organization • Opportunity to partner/collaborate • 5 Action Learning Projects – Leadership Development Academy – Expanding Scope to Increase Influence – Multi-issue Emergency Response – Alternatives to Foundations for Resourcing the Work – Deepening Organizational Relationships Across Issues for Sustained & Inclusive Movement Program Elements Goal 2 Explore & Experiment
- 22. Capture emergent learning & dialogue with key audiences (justice leaders, funders, capacity building practioners) • Publications: 3 case stories, Creating Culture: Promising Practices of Movement Network Leaders, Toward Complex Adaptive Philanthropy, National Training Labs Textbook, Handbook of Action Research, Shared Leadership? , Boards? • Workshops: GEO, Creating Space, Just Giving, Whitman Institute, Bay Area Justice Funders Network, Foundation Staff & Board, Creating Change, CFED • Gathering: Lab Participants and small group of trusted funders • Online: webinars, twitter, facebook, blogs Program Elements Goal Three: Influence the Field Program Elements Goal 3 Influence the Field
- 23. Useful Frames & Analogies • Complexity • Movement Waves • Leadership Spectrum • Coach’s Stance • Complexity of Mind • Ecosystems • Values/Spirit
- 24. Economic Justice NDLON 99 PowerDomestic Workers Alliance Workers Rights Tenents and Housing Reproduction Rights Immigration Reform Environmental Justice Community Justice Network for YouthNational Juvenile Justice Network Youth Movement Climate Justice Alliance Environmental Movement Voter/Civic Engagement NPNA National Partnership ??? CCC 350 Network Criminal Justice AACRE Civil Rights/Racial Justice Unity Caring Across Generations Student Debt Campaign LGBT Equality Climate Justice Change ? Legal Strategies Collaborate Equal Voices Strong Families Women's Rights United Workers Congress Corporate Accountability Reproductive Justice Artist Culture FIRM SF Immigrant Legal and Education Network (SFILEN) The Alignment Project Economic Justice.mmap - 10/2/2013 - Mindjet
- 25. What are we learning about leadership in successful movement networks?
- 26. Leading in Movement Networks Is Not • all about problem solving – tensions are rarely resolved; instead, coping with and balancing seemingly intractable tensions • all about the leader – not a single heroic individual; leadership is broadly shared; managing complexity and tensions becomes everyone’s job • all about structure – structures change and adapt with startling frequency; highly stable structures may be impediments to network growth and to the intersectoral alliances
- 27. Foundational Task Build Trust • Invest in relationships • Model personal integrity • Value what each network member brings • Ensure transparency & accountability • Clear, straightforward, accessible communications (authentic story telling) • Begin with a trusted group
- 28. Foundational Task Embrace Change • Constantly make meaning of the changing context, constituency needs, emergent opportunities and challenges • Willing to try new things, and risk failure • Ability to learn from mistakes • Continual rethink; reshape network structures • Open to learning • Remain calm and unflappable in crises
- 29. Dealing Constructively with Conflict in the Network Accommodating or Surfacing healthy smoothing disagreement • Identify and name conflicts • Facilitate difficult conversations and interventions • Model assertiveness without escalating tension
- 30. Balancing Organizational & Network Goals/Priorities Organizational Network or Interests Movement Interests • Maintain deep commitment to movement building • Enlarge sense of organization’s constituencies • Collaborative fundraising, negotiate with funders to reduce competition for funds • Ensure network is not funded at expense of members • See long term implications of supporting network for movement and own organization
- 31. Building/Sharing Leadership within the Network Leaders’ control, Involvement, buy-in, autonomy building leadership capacity of others • Share power, cultivate leadership at every level • Non-attachment to ego • Need to step up and take responsibility, yet be comfortable sharing power and credit
- 32. Consolidating & Distributing Power Leveraging power Ensuring leadership, amassed engagement & growth of marginalized players • Bridge between power brokers and smaller, grassroots, POC and other marginalized groups • Leverage power of larger groups/movements in support of grassroots • Understand how power flows within and outside the network and make power dynamics discussable
- 33. Balancing Short-term & Long-term Goals Forging tactical Building long-term alliances/pursuing relationships and short-term wins major transformations • Articulate the vision • Keep eyes on the prize • Combine long-term vision with short-term benchmarks and concrete “wins”
- 34. What Becomes Second Nature: Creating Culture • Modeling effective attitudes and practices. • Setting up flexible structures. • Getting the right staff and growing their leadership. • Creating opportunities for self- and collective reflection. • Being relentlessly explicit about values, principles, and practices. • Encouraging self-care.
- 35. Our Emergent Questions on the Innovation Lab Model • How do we build on what we learned here and support leadership development at different stages of development? • How do we develop internal teams within organizations and networks able to hold and work with this level of complexity? • How do we sustain leaders in the work? • What are the theoretic frames that are most helpful and how to bring them to ground? • How do we share learning in ways that create more favorable conditions? • How can we best evaluate and improve this model?
- 36. Questions to All of You • Where are you challenged to meet the needs your leaders are facing? How are you responding? • How are you building concepts of network leadership into your work? What is working well and what is challenging? • What do you most need to help you incorporate concepts of network leadership?
- 37. Management Assistance Group 1155 F Street NW, Suite 1050 Washington, DC 20004 Phone (202) 659-1963 | Fax (866) 403-6080 http://www.managementassistance.org/
- 38. LeadershipLearning.org LeadershipForANewEra.org GET INVOLVED Register for the LLC Newsletter, then contribute your writing to our blog! Blog info@LeadershipLearning.orgblog Register LeadershipLearning.org
- 39. LeadershipLearning.org LeadershipForANewEra.org SUPPORT THE WEBINAR SERIES The suggested donation for this webinar is $30. bit.ly/LLCDonate2013 Donate Today! LLC THANKS YOU!