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Civic Leadership in 2011: It's All About the Networks

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Civic Leadership in 2011: It's All About the Networks

  1. 1. Civic Leadership in 2011: It’s All About the Networks Leadership White County February 16, 20101 – Monticello, Indiana Scott Hutcheson, Assistant Program Leader Economic & Community Development Purdue Extension
  2. 2. Our Grandparent’s Generation It Worked: Wealth was built at a rate the world had never before experienced First Curve – Our Grandparents thought, lived, & worked within hierarchies.
  3. 3. The S Curve Caught Up with Our Grandparent’s Generation Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
  4. 4. The First and Second Curves Source: Ed Morrison, Distributed under a Creative Commons 3.0 license. Second Curve: Vitality occurs within networks First Curve: Vitality occurred within hierarchies
  5. 5. We Do Our Work Differently Marc Davis Worked for Disney for 43 years Cleve Nettles Works for Nobody (and Everybody)
  6. 6. Products Get Developed Differently
  7. 7. We Communicate with Our Friends & Family Differently
  8. 8. The World is Moving Away from Hierarchies
  9. 9. Our Grandchildren Will Live Completely in This 2 nd Curve Second Curve – They will think, live, and work within networks.
  10. 10. The job of our generation is to manage the transition between our grandparent’s generation and our grandchildren’s generation. Source: Ed Morrison, Distributed under a Creative Commons 3.0 license. Second Curve: Vitality driven by networked organizational models First Curve: Vitality driven by vertical organizational models
  11. 11. Business are adopting network business models. Those that can’t or won’t, have or soon will, go away. What about communities? Those that can’t or won’t, have or soon will, go away .
  12. 12. How Do Communities Do Their Work? Townships Counties Cities/Towns Feds State K-12 Higher Ed Workforce Social Service Chambers Economic Dev. Philanthropy
  13. 13. How Do We Manage the Transition in Our Communities? By Linking and Leveraging Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
  14. 14. Civic Leadership in 2011 <ul><li>Requires: </li></ul><ul><li>Thinking Differently </li></ul><ul><li>Behaving Differently </li></ul><ul><li>Working Differently </li></ul>
  15. 15. Types of Community Issues From Heifetz, R. (1998). Leadership without Easy Answers . Belknap Press.
  16. 16. Types of Community Issues <ul><li>Not All Issues Are Complex But Many Are </li></ul>What complex issues are you facing in your community? Who is “in charge” of these complex issues?
  17. 17. Addressing Complex Civic Issues Requires Networked Models of Leadership <ul><li>No single person, organization, or institution has all the answers </li></ul><ul><li>No one is in charge </li></ul><ul><li>Mass participation AND strong leadership is needed </li></ul>Source: Ed Morrison, Distributed under a Creative Commons 3.0 license.
  18. 18. Social Network Theory Can Give Us Some Insights <ul><li>Social Anthologist J.A. Barnes coined the term in his 1954, Class and Committees in a Norwegian Island Parrish . </li></ul>
  19. 19. Social Network Theory <ul><li>Social network theory views social relationships in terms of nodes and links. Nodes are the individual actors within the networks, and links are the relationships between the actors </li></ul>
  20. 20. Six Degrees of Separation <ul><li>Almost everyone has a “small world” story. What’s yours? </li></ul>
  21. 21. Social Network Theory Applications <ul><li>Sociology </li></ul><ul><li>Anthropology </li></ul><ul><li>Information Technology </li></ul><ul><li>Organizational Development </li></ul><ul><li>Community and Economic Development </li></ul>
  22. 22. Building Community by Building Networks <ul><li>Assumptions </li></ul><ul><li>Communities are built on connections. </li></ul><ul><li>Better connections usually mean better opportunities. </li></ul>
  23. 23. Building Community by Building Networks <ul><li>Questions </li></ul><ul><li>How do we build connected communities that can take advantage of opportunities? </li></ul><ul><li>How does success emerge from complex interactions? </li></ul>
  24. 24. Two Components of a Network <ul><li>Nodes </li></ul><ul><li>People, groups, or organizations </li></ul><ul><li>Links </li></ul><ul><li>Relationships, flows, or transactions </li></ul>
  25. 25. What’s the Value of ONE Cell Phone?
  26. 26. What’s the Value of TEN Cell Phones? What’s the “value” of the people in this room today when we each bring our own networks that can be linked and leveraged?
  27. 27. Network Building Exercise <ul><li>Exchange business cards with someone you do not know well </li></ul><ul><li>Find one thing you have in common </li></ul><ul><li>Decide on a follow-up activity </li></ul><ul><ul><li>phone call </li></ul></ul><ul><ul><li>information exchange </li></ul></ul><ul><ul><li>introduction to third party </li></ul></ul>
  28. 28. ACEnet Case Study <ul><li>How civic networks are transforming the economy of Appalachian Ohio </li></ul>
  29. 29. Scattered Fragments
  30. 30. ACEnet: Scattered Fragments <ul><li>Began weaving the network by asking questions: </li></ul><ul><li>From whom do you get new ideas that benefit your work? </li></ul><ul><li>From whom do you access expertise that improves your operations? </li></ul><ul><li>With whom do you collaborate? </li></ul>
  31. 31. ACEnet: Creating New Hubs <ul><li>Kitchen Incubator became a hub for restaurateurs and farmers </li></ul>
  32. 32. Hub and Spokes
  33. 33. ACEnet: Multi-Hub <ul><li>Farmers Market </li></ul><ul><li>Outdoor Café </li></ul><ul><li>Restaurant Association </li></ul>
  34. 34. Multi-Hub
  35. 35. ACEnet: Action at the Periphery <ul><li>Developed the Appalachian Ohio Regional Investment Coalition to bring in additional resources. </li></ul>
  36. 36. Core/Periphery Network
  37. 37. Core/Periphery Network <ul><li>Core includes the key community members </li></ul><ul><li>Periphery includes three groups of nodes usually tied to the core with looser ties: </li></ul><ul><ul><li>Those new to the community working their way to the core </li></ul></ul><ul><ul><li>Bridges to diverse communities elsewhere </li></ul></ul><ul><ul><li>Unique resources that reside outside the community </li></ul></ul>
  38. 38. Civic Network Exercise <ul><li>Consider a network you are part of. Which of the four phases do you think it is in and why? The phases are (1) Scattered Fragments, (2) Single-Hub and Spoke, (3) Multi-Hub Small World, and (4) Core-Periphery. </li></ul><ul><ul><ul><li>Scattered Fragments </li></ul></ul></ul><ul><ul><ul><li>Single Hub-and-Spoke </li></ul></ul></ul><ul><ul><ul><li>Multi-Hub </li></ul></ul></ul><ul><ul><ul><li>Core-Periphery </li></ul></ul></ul><ul><li>What steps could be taken to take this network to the next phase. Even if the one you identified is a Stage 4: Core-Periphery Network , what could you do to expand the periphery? </li></ul><ul><li>Using the network identified above as an example or another in which you are or have been a Network Weaver , how could you transition to a Network Facilitator ? </li></ul>
  39. 39. Effective Civic Leaders Are Network Weavers <ul><li>Network “weaving” is not just networking or schmoozing! </li></ul>
  40. 40. Seven Levels of Network Weaving <ul><li>Introducing A and B in person and offering a collaboration opportunity to get A and B started in a successful partnership. </li></ul><ul><li>Introducing A and B in person and contacting A and B afterward to nurture the connection. </li></ul><ul><li>Introducing A and B in person. </li></ul><ul><li>Doing a conference call introduction of A and B </li></ul><ul><li>Doing an email introduction of A and B </li></ul><ul><li>Suggesting to A that A should talk with B and then contacting B to let B know to expect a call from A </li></ul><ul><li>Suggesting to A that A should talk with B </li></ul>
  41. 41. Effective Civic Leaders More from Weavers to Facilitators <ul><li>A facilitator identifies new weavers who will eventually take over most of the network building and maintenance. </li></ul><ul><li>If the change is not made, the network remains dependent on the central weaver and his/her organization. </li></ul><ul><li>This transition is needed for the network to increase its scale, impact and reach. </li></ul>
  42. 42. The Network Leader NEW NETWORK LEADER ROLE RESPONSIBILITIES Convener Maintains the civic spaces Connector Links people, networks and assets Civic Entrepreneur Sees new opportunities Guide Maps a complex process Strategist Reveals larger patterns Knowledge Keeper Distills face-to-face conversations into key points and patterns Web 2.0 Maven Applies Web 2.0 power tools
  43. 43. Civic Network Continuum TIME Acknowledging Exploring Cooperating Collaborating Innovating You have to walk before you run Adapted from Collaboration Continuum from ACT for Youth Turf Trust Sharing Resources Sharing Information Mutual Awareness Co-Execution Co- Creation
  44. 44. Contact <ul><li>Scott Hutcheson </li></ul><ul><li>Purdue University </li></ul><ul><li>Purdue Extension Economic & Community Development </li></ul><ul><li>Purdue Center for Regional Development </li></ul><ul><li>1201 West State Street, #227 West Lafayette, Indiana 47907-2057 (765) 494-7273 </li></ul><ul><li>[email_address] </li></ul><ul><li>facebook.com/scott.hutcheson </li></ul><ul><li>www.twitter.com/jshutch64 </li></ul>