...These principles guided our design and facilitation of the program as it emerged, and we offered them to and co-evolved them with the cohort as they considered how to bring them to their own leadership in their organizations, communities, and beyond. Here is a condensed version of the latest iteration of the principles:.
Look for what is beyond the immediate sight lines and intersections – Part of the power of networks is emergence; expect and delight in the unexpected that comes from the meeting of different minds and perspectives.Design for serendipity - Don’t try to control and account for all outcomes. First of all, it’s impossible. Secondly, as Andrew Goldsworthy once said, “Too much control can kill a work.”Periphery, not (just) center – Network action is not simply about what is happening “in the room” but what transpires “after the meeting,” not what goes on at a “steering group” level, but what happens in two-sies and three-sies that form/partner/innovate “out there.”Process sometimes counts as action – Creating stronger connections and building alignment among network members/participants can be significant progress.We move at the speed of trust – Make time and space for trust to be built.Contribution before credential – Contributions are what count, and can come from anyone.Feed the network through questions so that it has a life of its own – Using inquiry can help to unlock network potential in the pursuit of unique and context-specific answers.
Via Flora Moon