Arti Freeman, Program Manager at the Ontario Trillium Foundation, reflects on what it takes to operate with a networked mindset and shares some great examples of projects underway that have leveraged this way of thinking and working to innovative result.
Arti Freeman, Program Manager at the Ontario Trillium Foundation, reflects on what it takes to operate with a networked mindset and shares some great examples of projects underway that have leveraged this way of thinking and working to innovative result.
Arti Freeman, Program Manager at the Ontario Trillium Foundation, reflects on what it takes to operate with a networked mindset and shares some great examples of projects underway that have leveraged this way of thinking and working to innovative result.
n October 2011 I had the privilege of attending A Grantmakers Gathering on
Networks which explored how we can increase social impact in a networked world. While networks are not new and people connected together have managed to create change throughout history, deliberately working with a network mindset broadens our potential of possibilities. One of the key messages at this gathering was that the field of grantmaking must move from the traditional mindset of plan and control, strengthening individual efforts, proprietary information and learning, looking to experts for insights, and centralized decision making, towards a networked mindset characterized by shared decision making, ongoing emergence, network-wide capacity, open and transparent information, and collective learning and intelligence. This approach, one that invites others into our thinking, conversations, and actions and openly shares what we are doing, has led to many innovative, efficient, sustainable and accessible services such as BikeShare, Wikipedia, and Mozilla Firefox. As I reflected on new ways of working with a network mindset, I was reminded of some of the ways our grantees and partners have begun working wikily. They are engaged in open and transparent conversations, and have prioritized relationships to find new solutions to complex social issues. A couple of examples that come to mind: Over the last couple of years, Tides Canada Initiatives embarked on a new initiative aimed at increasing the NFP sectors understanding of how shared infrastructure models support and enable capacity building and innovation. Instead of using the traditional approach of gathering input from people in isolation, and evaluating their own experiences alone, TIDES opened the conversation to others in the early stages of providing similar governance platforms. They engaged individuals, organizations, funders, and networks to transparently discuss support for emerging initiatives. These conversations broadened their network resulting in a community of practice that connects, shares resources, and problem solves together. Engaging diverse perspectives strengthened the sector's understanding, articulation and overall enthusiasm for shared platforms. A shared language developed which resulted in an informational public video and support from the Ontario Nonprofit Network who is endorsing the recognition of shared platforms to government. Making Good is developing a gaming module that will enable at least 500 young people between the ages of 18 - 30 to identify, pitch for, and self-define their own career paths. Instead of hiring a staff person to research and test different ideas, activities, and resources, they connected with groups within their network and offered resources in exchange for experimentation. For instance, Making Good partnered with the DiverseCity fellows to experiment on Doors Open Wide, a different type of career fair that introduced participants to the people behind the jobs. Tapping into existing networks not only allowed Making Good to experiment, learn, and adapt different models, but it also enabled them to access hundreds of youth that they would not have had access to on their own. In doing so, they also built capacity of the DiverseCity Fellows and others. These examples provide some insight as to what we can collectively accomplish by working with a networked mindset. The full impact of these initiatives has yet to be seen, but their deliberate approach of building and fostering relationships has already proven to strengthen the capacity of the sector. We can all begin to create future possibilities for our communities and sectors that do not currently exist by walking and learning together. Perhaps you have already been thinking Tuesday, July 31, 2012 Program Manager Ontario Trillium Foundaton