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Network Effectiveness and Social MediaStrategy Map
Interactive Working Sessions for Packard Foundation GranteesMay 27, 2009
The most pressing issues we hope to address today:
–Move network out of being a hub–Facilitate more of a dialogue and connection among members–Metrics and measurement (how to know if you’re succeeding)–How to prioritize–How to connect with people who are not necessarily familiar with thetechnology–How to network with VPs of multinational companies—who aren’t online,don’t want to be public, want to keep a low profile as they’re experimentingwith strategy–How to mobilize informal networks for specific outcomes (e.g., public policychanges)–How to connect people across a broad spectrum of geographic locales–How to address connectivity, versatility, comfort issues around using theinternet–Better understand best practices–How to launch a new network (how to manage governance of network, whatto consider when starting a network)–Addressing risk management of network–Mobilizing active and equal participation in the network (not just us activatingthe network—empower others to contribute)–Empowering network members–Decentralizing network–Tapping into networks for fundraising–Maintaining quality control while supporting bottom-up activity–Finding complimentary partners within your network–How to tap into online constituency–Addressing internal organizational challenges: how to explain internally theopportunity of networking online and incorporate it into work we do–Develop new technological tools (e.g., website, client tracking database)–How to get people to adopt what we build–Overcoming the generational divide among members—how do we avoidpeople feeling left behind by our transition online?–How to use technology to facilitate network activity–How to tap into social media tools (beyond email listserves)–Working with partners/teams to help them expand and spread theorganization’s message1
 
–Using networks for cost effective, broad scale education—across financial,language, religious barriers–Soliciting more engagement from people doing work in the field (e.g. in Asia,Africa, Latin America)–How to construct a network, draw people into network, get individuals tosubmit content to network–How to use networks to keep alumni a part of organization–Engaging students and campus partners; connecting mentors and peoplethrough the network–How to get a dialogue going among network member without having to put inall of the initial content–Overcoming barriers to collaboration —breaking through “turfiness” betweenorganizations; confidentiality concerns–Better understand case studies around networks and successful networkbuilding–Use emerging technologies to communicate in an accessible way, whilemanaging information overload (many partners overburdened with largeagendas, hard for them to juggle incoming information )–How to get beyond simple exchange of information to create a learningnetwork–How to build networks and expand
Our Goals, Hopes, Successes for Today 
–Find ways to make people comfortable enough to share content andinformation on the web—how to create a safe space–Better understand the culture and dynamics of networks: who’s at the center,who’s outside, pushing in, pulling out; who’s reacting to the networks. Andhow do you change the network once it’s in place?–Understand distinction between partnerships and ecosystems–How to address the difficulty of convincing people to share content online–Develop strategy to keep momentum going (internally and externally, asyou’re building, growing network)–Understand how to balance offline and online communication–Understand how to monitor and track progress online, as well as in network
Our Additional, Emerging Questions
–How do we get past internal resistance to change?–It’s a huge investment of time on their part and ours: how should we strategicabout choosing and trying tools?2
 
–How do we capture the result of things happening that we’ve catalyzedthrough our tools in the mini-hubs?
Network Basics Presentation: Participant Questions and Comments
–Crowdsourcing and the changing definition of expertise: What are thetensions at play with crowdsourcing? Is the definition of an expert changing?
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 The question of expertise and accuracy still open
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It’s necessary to balance top-down, bottom-up information flows
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SARS example (from presentation) is a good example of balancebetween the two: doctor’s expertise is critical to understanding theissue, even as pull information from varied sources.
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No one expert exists, but there is still a role with people with deepknowledge and technical skills
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When crowdsourcing, one might solicit input from many people, butnot necessarily include it all (not all content is created equal, choosingis important)
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Crowdsourcing and publishing: Still hard to develop a quality body of work out of crowdsourcing. Experts are still needed.–Ways of Working Wikily: One aspect not included in list of attributes is theability to draft
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A key part of Working Wikily is indeed the ability to capture learnings,learn from mistakes, and make new mistakes
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Working Wikily means to prototype and “fail fast”–Different Kinds of Management for Orgs and Networks: Is the continuum (see“Established Ways of Working vs. Working Wikily,” Monitor Institutepresentation) different for networks and organizations? Or are there similardecisions regarding the different styles of management that must beaddressed by both types? Are there different styles of management fororganizations and networks regarding Working Wikily or do the samebehaviors apply?
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Expectations around how people expect to be engaged is changing:membership now is not just writing a check and receiving a calendar
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Well-established networks can themselves move towards the more“established ways of working”, more “organization” behavior–Managing investment and Returns: How much time does it take up front tofinally feel like the network isn’t completely centralized, but that the networktakes a life of its own?
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It’s important to find champions who will bring other people into theconversation
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In launching a network, we don’t want to launch it in a way that it’ssolely top-down. But on the other hand, there’s tension in our3
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