Picking up from Gibran’s post yesterday and continuing in the vein of follow-up to our LLC webinar on collective leadership, I want to respond to some of the questions we did not have a chance to answer or answer fully from participants, including requests for examples of collective leadership in action and inquiries about blocks and how to work through or overcome them.
By Claire Reinelt, Natalia Castaneda
Looking to increase your reach and influence in the social media space? Social Network Analysis (SNA), a research methodology that focuses on “mapping and measuring relationships and flows between people, groups, organizations, computers, URLs, and other connected information/knowledge entities,” (Orgnet.com) may be the answer. We recently partnered with the Robert Wood Johnson Foundation to explore how to effectively apply social network analysis to public health online communications strategies, how communications networks operate in Twitter and the blogosphere, and how to identify strategic and influential connections that can be nurtured over time to extend the reach of public health messaging. This was an innovative project that produced detailed and insightful information about how to use SNA to strategize communications campaigns, and we wanted to share some of these insights with the community – including specific recommendations for identifying key messages, influencers, and engagement strategies.
On Collective Leadership...
- Curtis Ogden highlights four key concepts underlying the roots of the Interaction Institute's approach to collective leadership: epistemology, cosmology, ontology, technology. Epistemology is that it’s not just about what we know, but how we know it – intuitively, intellectually, analytically. Cosmology is looking to the complex living systems and networks as the complicated reality we all live in. Ontology is the idea that each of us is evolving and capable of both learning and unlearning. Finally, technology/methodology is the idea of looking to the practices that create the best conditions for collective leadership.
- Stowe Boyd discusses concepts from a Sara Horowitz’s talk on mutualism and creates a “mutualist manifesto”. At the heart of the manifesto is finding common cause and growing mutual associations locally and globally, associations such as coops, unions, and policy organizations. Boyd thinks that associations supporting one another, governance by members, seeking benefits not profits, and cooperating in resource allocation will all make great headway towards directing change in a systemically chaotic world.
Presenter: Jason Weeby, Education Pioneers
Date: Wednesday, March 14 11:00AM-12:00 Noon PDT (2:00PM-3:00PM EDT)
Last Tuesday, Curtis Ogden and I had the privilege of hosting an LLC webinar on collective leadership. Much of what we did was point to observable patterns in ways of working together and how these tend to open up possibilities for shared leadership. The metaphor of tilling the soil is most appropriate precisely because we have run up against the limitations of industrial implementation. The appropriate response to increasing complexity is one that can get beyond linear causality and into a mindset of ecosystems.
It's the New Year and we want to learn more about our community!
First, thank you for being an integral part of the LLC network. Together, we work to leverage leadership as a means to create a more just and equitable society. We are committed to transforming the leadership development field, and to understanding how leadership is practiced and evaluated in the nonprofit sector and beyond.
Over the past two years, our membership community has grown significantly to over 2,500 members across the nation, comprising a broad network of funders, practitioners, researchers and consultants. You are part of this network, and your feedback is important. We hope that you will take this short survey of approximately 7-10 minutes. We want to learn from everyone who has interacted with LLC - event participants, blog readers, long-time advocates, etc. Survey responses will help us better serve our community and mission in both efficient and innovative ways.
By completing the survey, you will participate in a raffle to win one of 5 Amazon gift cards for $25 (if you do not want to participate in the raffle, please indicate your preference at the end of the survey). Please complete the survey by February 6, 2012. If you have any questions please contact us.
Presenters: Kim Ammann Howard (BTW information change), Melanie Moore (See Change), Claire Reinelt (Leadership Learning Community)
Date: Wednesday, February 15 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
In recent years, leadership funders have begun experimenting widely with how to move beyond investments in programs and organizations to funding the formation and development of networks in order to catalyze greater collective impact. Drawing on the experiences and examples of three leadership and network evaluators, this session explored the following questions.
- What are the promises and perils of investing in network formation? What evaluation questions are important to ask?
- What are critical practices for supporting and nurturing the emergence and development of networks? How can evaluation inform the development and support of networks over time?
- What are promising practices for evaluating network behavior and network effects in the early stages of network formation?
This session provided useful advice on how to fund, support, and evaluate network potential and sustainability in the earliest phases of network formation.
Peggy Holman shared some insightful reflections as a catalyst at OccupyCafe, a virtual world cafe space envisioning the future of the Occupy movement (check out her powerpoint slides on the vital conversations page). She talked about the pattern of how change happens and she reflected on what leadership looks like in a movement for change.
All change starts with the disruption of a social system -- a disruption from coherence -- where things worked the way we thought they should, according to assumptions, principles and rules we all knew and understood.
Who best to introduce Georgia Sorenson for our Member Spotlight, but Deborah Meehan who shares some of her reflections about how LLC took shape over a cup of coffee and a long lasting partnership born . . . .
LLC’s Genesis: A cup of coffee, napkin scribbles and a good friend
Fifteen years ago I met up with someone I barely knew for one of those pivotal conversations. I had been meeting with leadership programs around the country in the course of doing alumni organizing for the W.K. Kellogg Foundation and could not help but notice that the staff of different leadership programs were dealing with many of the same issues and with very few opportunities to talk to or learn from each other. I found myself wondering if there would be value in creating a community of learning and practice for people doing leadership development work. I had never started an organization so I reached out to Georgia Sorenson who was the founder of the Academy of Leadership at the University of Maryland. Even though I had only met Georgia once, she graciously agreed to meet for coffee in downtown DC. Georgia became an enthusiastic champion of the idea. She offered more than support though. She grabbed a napkin and began sketching out a budget and offered staff and facilities resources for our first Creating Space gathering, the event that launched the Leadership Learning Community. Georgia rolled up her sleeves and served on the LLC board stewarding the LLC vision and growing our community. It’s a pleasure to have this opportunity to acknowledge and appreciate Georgia as a valued founding partner, dear friend, invaluable member of this community and contributor to the leadership development field.
I had the opportunity to attend the ILA Conference in London last month. In fact, I have attended every ILA conference for the past 10 years with one exception … and I had a doctor’s note. This year, the closing keynote by Keith Grint, a prolific leadership scholar from the UK, gave me an interesting new frame on leadership. Over the past two years LLC has been writing quite a bit about the need to expand our understanding of leadership as a collective process. People rightfully remind us that the catalyst and individual role is essential and of course we agree. It's really one of those both/and situations where we need committed individuals, and we need them to connect their efforts with others to achieve more together than any one person, no matter how fabulous, could achieve alone. Keith’s framework on wicked problems helped to provide more context to the “why” and “when” of collective leadership and pull together some of our thinking about innovation and systemic change.