Networking the networks
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The Digital Life Collective is a consortium cooperative focused on researching, designing, and developing digital products and services that uphold human rights. It emphasizes the importance of networked collaboration, identifying key relationships, fostering openness, and engaging stakeholders to promote shared visions and collective success. The initiative prioritizes population-level change and values the contributions from various voices within the network.
Networking the networks
- 2. What is the Digital Life Collective? @tech_we_trust diglife.com
- 3. What business, industry or trade does the society intend to carry out? The society will operate as a consortium co- operative carrying out the following activities: research, design, fund, develop, certify and use digital products and services that respect and protect human rights.
- 6. The chessboard is the globe, the traditional globe we’ve always used. It’s a map and it’s drawn according to a world of states. The web is like a map of flight paths all over the world, this is a world of flows, of people and institutions that are connected across, above and through the state. Like the internet. – Anne Marie Slaughter
- 8. Working in a networked way takes work
- 9. Identifying network links ● Who does good work? ● What voices are not heard? Who are the unusual suspects? ● Who do we need to work with for this work to be successful? Respected? Useful? Adopted?
- 10. relationships ● what’s the best way to engage? ● what’s the ask? ● who is going to do this?
- 11. ● fostering openness & participatory processes ● working at multiple levels – eg local, state, national ● facilitate shared visions, new thinking, alignment, and agreement building ● balance multiple dimensions of success, including relationships, process, and results processes
- 12. ● paying attention to personal relationships ● maintaining credibility by representing the voices and needs of those most directly impacted ● listening to the needs and desires of stakeholders both core and peripheral ● recognise others’ contributions and accomplishments behaviour
- 13. Collective Potential “The best place to store Knowledge is among people.” –John Kellden
- 14. Field catalysts ● Focus on population-level change, not on scaling up an organisation or intervention ● influencing the actions of others, rather than acting directly themselves ● getting things done, not building consensus ● built to succeed, not to last
- 15. ● differences as well as similarities ● not everyone will be perfectly nice! ● who is doing the labour of network care? ● networks are always changing ● structured vs agile @tech_we_trust diglife.com
Editor's Notes
- #2: Focus here is on the WHAT and WHY
- #4: This is what our formal registration says And I think some of you think of us as a network of networks, which is interesting, and not my sense We do have different teams, but we are very small And we do link into some other organisations But we are, if anything at the very start of a journey of figuring out how we are a networked organisation
- #5: First up, let’s be clear about one thing. Networks are not this
- #7: Networks are also constantly shifting landscapes of opportunities and expectations. And this emphasis on asset and network based leadership makes it immediately more possible for leaders across boundaries to collaborate more successfully and intelligently to do together what they cannot possibly do alone, apart or in opposition.
- #8: Because although we know that the chess board still exists everyone in this room knows we live in the networks era, where large scale impact has moved beyond simply challenging or entrepreneuring or being an intermediary – it involves opening up new connections between pieces of the world that were disparate. We want to work with power differently We know that to have influence and impact we need to co-ordinate our effort with others We understand the interdependencies of the challenges we are trying to address We really know and understand our audiences, stakeholders, partners….
- #9: We know things about networks. Good networks do not come for free, they take labour. Information about a network is useful Networks should be designed, activated and maintained Networks depend on trust and reciprocity Face to face interaction increases cooperation And we each bring our own networks and networks expertise
- #10: Go beyond the obvious Focus on what you are trying to achieve
- #11: And once you know who you are networking with you need to actually do that work….
- #12: There’s lots of things to think about
- #13: Not all of these are obvious in what we think of as networks.
- #15: And we see a new kind of endeavour. Catalysing change as part of the network And some of these are the most interesting kinds of organisation – the kind which have an end date, a shutdown plan.
- #16: There’s lots of things to think about