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Network logic meet them. The task then is to find ways of persuading other organisations of the need to work together. Network leaders mobilise disparate supplies of energy Leadership is often seen to be synonymous with decisive action: defining a vision and pursuing it. Network leaders understand that decisive action may be of little use in an unpredictable world, particularly when the knowledge about how best to improve performance often resides in the tacit and explicit knowledge of front-line staff. As Nonaka and Takeuchi argue, finding ways to unlock and harness this knowledge by developing procedures for the creation and sharing of knowledge among staff is therefore a crucial leadership task. 9 In this context, leadership is less about decision than deliberation. Douglas Rushkoff argues that the real power and attraction of the internet is not the knowledge or facts or ideas it supplies but the opportunity to interact with others: ‘Content is not king. Contact is king.’ 10 The same goes for leadership. Network leaders know that they cannot provide some definitive vision statement but they can structure the right kind of conversation. They can create a language that enables people to cross boundaries – within or beyond their organisation – that they otherwise would not. Network leaders foster trust and empower others to act But deliberation does not mean inaction. Networked leadership is not leadership by committee, where the sole criterion for action is the lowest common denominator. As Danny Chesterman argues in his study of leadership in local multi-agency partnerships, ‘The first assumption is that consensus is necessary by all before any partnership can act collaboratively…We talk as if agreement is a precondition for action. It isn’t. But sufficient trust is.’ 11 Network leaders understand that different actors will not always agree on the appropriate course of action, not least because in a complex world the correct path will rarely be clear, and stumbling upon it may require processes of trial and error, and learning by doing. 96 Demos
Leading between By sharing perspectives and building understanding, however, it is possible to foster the trust and the set of common values on which all networks depend, and which are robust enough to withstand considerable variety in the actions undertaken by others. Geoff Mulgan describes the medals once awarded to the general who disobeyed orders, but in so doing changed the course of battle. 12 It is a spirit that lives on today. The day before the Eden Centre in Cornwall opened to the public, managing director Tim Smit called the staff together and said, ‘Tomorrow, people will ask you for things, or to do things, we haven’t thought of. If you respond in a way which goes wrong, no one will blame you. If you do nothing, I’ll sack you.’ 13 ‘True authority’, as Capra puts it, ‘consists in empowering others to act.’ 14 Network leaders help people grow out of their comfort zones Network leadership would not be necessary if the organisational silos in which many of us find ourselves were not so attractive. As senior managers responsible for multi-professional learning in Britain’s NHS explained, these ‘tribes’ provide us with stability, a sense of identity and a shared language that allows information to travel fast. Above all, they allow us to maintain our existing routines: ‘It’s very seductive to fall back into old behaviours because that’s the known world,’ as one put it. 15 In the public sector, multi-agency working is now de rigueur, with local service delivery of everything from education (such as Excellence in Cities clusters) to economic development (like local strategic partnerships) structured around networks of agencies. Unfortunately, partnership is often treated as a structure rather than an activity, and formal mechanisms for decision-making are put in place before the different actors have had a chance to move out of their particular silos. 16 Network leaders understand the attraction of these comfort zones but look for ways to help people grow out of them. Traditional performance management systems typically reward people for staying within particular silos and running away from the problems that fall between the gaps but, as Karen Stephenson shows, developments in Demos 97
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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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Network logic we approach such regu
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Network logic Power The changing na
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Network logic Boundaries of identit
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Network logic beliefs, explanations
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Network logic verbal forms of mutua
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Network logic framework for the und
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3. Towards a theory of government K
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Towards a theory of government in f
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Towards a theory of government What
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Network logic Enhancing service del
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Networks and neighbourhoods coordin
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Networks and neighbourhoods Figure
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Networks and neighbourhoods in any
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Network logic culmination of the cl
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Network logic many sectors we categ
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14. The information utility John Ta
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The information utility task will b
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The information utility instrumenta
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The information utility Goods and s
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The information utility other publi
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Smart mobs aren’t a ‘thing’ t
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Network logic ‘People Power’ pe
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Network logic another Lovegety owne
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Network logic One of Granovetter’
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Network logic performance of partic
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Social movements have always had an
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Network logic experience of diverse
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Network logic Use of network techno
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Network logic The challenges of net
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Network logic domain. Increasing us
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Power does not reside in institutio
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Network logic technological paradig
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Network logic recombinant power, pr
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Copyright 226 Demos DEMOS - Licence
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