By David Ehrlichman @ MetaGame - @davehrlichman Author of Impact Networks. Catalyst of Converge. Thinking about the way we work together and how it can be different.
“It's all coordination, and it always has been.” - Kevin Owocki
In our era of complexity, we need ways of working together that span our traditional boundaries. We need collaborative structures that are flexible enough to shift on a moment’s notice, that are resilient enough to withstand turbulence and disruption, and that bring people together as equals to share leadership and decision-making.
This is what networks -- intentionally formed and purposefully coordinated -- can provide. Networks are the structures of relationships underlying DAOs, affecting how DAO members connect, communicate, and coordinate with one another to take on challenges that no single person could address on their own.
Humans have always formed networks. Our social networks grow whenever we introduce our friends to each other, when we move to a new town, or when we congregate around a shared set of beliefs. Social networks have shaped the course of history. Historian Niall Ferguson has noted that many of the biggest changes in history were catalyzed by networks—in part, because networks have been shown to be more creative and adaptable than hierarchical systems.
Ferguson goes on to assert that “the problem is that networks are not easily directed towards a common objective. . . . Networks may be spontaneously creative but they are not strategic.”
This is where we disagree. While networks are not inherently strategic, they can be designed to be strategic. When deliberately cultivated, networks can forge connections across divides, spread information and learning, and coordinate action. These “impact networks” can be powerful vehicles for creating change. (Note: all DAOs, if sufficiently decentralized, can be considered impact networks, but not all impact networks are DAOs)
While the “why” (a network’s purpose) and the “what” (a network’s actions) differ widely from one impact network to another, the “how” (a network’s formation) is remarkably consistent. Forming, cultivating, and sustaining an impact network involves five core activities, referred to as the “Five Cs”:
- Clarify the network’s purpose and principles
- Convene the people
- Cultivate trust
- Coordinate actions
- Collaborate for change
These five activities are dynamic and interdependent. Never fully complete and not strictly linear, they loop back and forth on each other as the network evolves, and they’ll be revisited over and over throughout a network’s life cycle.
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