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Network logic social network analysis have allowed a number of organisations to begin to reward people for running towards them. In the public sector, extrinsic rewards have often proved effective in the short run, with organisations happy to work in partnership so long as there is a clear and immediate return on their investment. But longer-term commitment seems to reside in more intrinsic rewards: tapping into people’s sense of professionalism, and reconnecting them with the higher moral purpose that first motivated them to enter that particular field. Network leaders are lead learners not all-knowers Certainty of vision is wrapped up in many of our mental models of leadership. But in the modern world this can be a dangerous myth, leading us down seductive avenues that turn out to be blind alleys – think of Cable and Wireless’ doomed foray into business services under Chief Executive Graham Wallace, a strategy that may have seemed sensible at the height of the internet bubble but a few years and £35 billion in lost shareholder value later increasingly looked like a great example of what Michael Fullan calls the ‘visions that blind’. 17 ‘The original meaning of authority’, Fritjof Capra has noted, ‘is not “power to command” but a “firm basis for knowing and acting”.’ 18 Given the complexity of modern organisational life, it seems the only firm basis for acting is to be a permanent learner. Network leaders do not see themselves as all-knowers but as lead learners. They understand that a large part of leadership is about shutting up and listening. Network leaders make a point of not having all the answers. Network leaders nurture other leaders At Lipson Community College, a large secondary school in Plymouth, the pool of potential leadership talent is drawn very widely. In fact, it extends to students themselves. Older students have received coaching as mediators to help younger pupils settle disputes or other problems getting in the way of their learning without involving staff. Students of any age are encouraged to become ‘lead 98 Demos
Leading between learners’, trained to take real responsibility for their learning and to mentor others. Candidates for new teaching posts are asked to teach a lesson, and students in the class give feedback on their performance to the school’s management team. Smaller groups of students who have been given special training then comprise one of the interview panels and often have the main say in who is appointed. Principal Steve Baker talks of playing a long game through a sustained programme of activities that brings in, reaches out to and raises expectations of the whole community. Network leaders like these understand that leadership is not about a simple transaction between leaders and led. Instead they reach back to the ancient ideal of self-government as the ultimate goal of leadership. They understand that most systems – from organisations to cities to biological ecosystems – are too complex and unpredictable to be controlled from the top-down. Yet they display an underlying tendency towards self-organisation and order, leading to what Briggs calls ‘meaningful patterns of uncertainty’. 19 This self-organisation can be shaped in purposeful ways, provided we can develop leadership models that distribute leadership across organisations rather than imposing it from the top. To align leadership with the built-in instinctive adaptive responses of organisations, in other words, network leaders understand the need to nurture other leaders wherever they may be found. As Sun Tzu put it long ago: ‘The good leader is the one the people adore; the wicked leader is the one the people despise; the great leader is the one the people say “we did it ourselves”.’ Trust, betrayal and network leadership Network leadership is increasingly necessary if organisations are to satisfy the needs of those they serve. But the mental leap involved in accepting network leadership is not easy. Perhaps the most important commodity for this new conception of leadership to take hold is trust. Leaders in hierarchies rely on chains of command and clear lines of accountability to ensure that the ‘right’ decisions are made, and the Demos 99
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Network Logic Who governs in an int
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About Demos Demos is a greenhouse f
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Open access. Some rights reserved.
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Network logic 10. Your friendship n
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We are some way from being able to
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Network logic urban communities, re
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Network logic a weblog called DearR
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Power does not reside in institutio
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