We sit at the hub of a distributed network. In the past, only some organizations sought to organize as networks – those that had to bring together, federate or otherwise affiliate disparate groups characterized by diversity. Today, an organization that does not distribute its functions is unlikely to leverage its network. Learning strategy therefore carefully considers how to decentralize the means while sharpening the aim. We explore the tension between the consequences and risks of decentralization and the benefits of learning in the network.
We share a collective vision and commitment to building the capacity of our network and leveraging our organization’s connectedness to improve. How well we execute on that commitment is measured by mission performance.
We are empowered as connectors in the network: from members to the hub, from the hub to the members, and members to each other. What is changing about the collective vision we share? What needs to change? How do we broker knowledge and learning in those relationships? What are the effective forms of collaboration (liaison, representation, coordination) with the members? What do we learn from working with the members, how and from whom? What is our role in brokering knowledge and learning from the global to the national level? What are the barriers and enablers to learning with members?
We believe that working together means learning together to strengthen our vision for a long-term, sustainable and resilient future. Strengthening our collective vision empowers us to translate our mission performance into innovation to adapt and grow.
Photo: The hub upon which all things turn (Nic McPhee/flickr.com)