Network Leadership Webinar | "Unpacking Goal-Directed Networks" with Angel Saz-Carranza
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Transcript of Network Leadership Webinar | "Unpacking Goal-Directed Networks" with Angel Saz-Carranza
February 2016Webinar 3
Network Leadership Webinar Series
Today’s Presenter: Angel Saz-CarranzaToday’s Presenter: Angel Saz-Carranza
Angel Saz-Carranza
Unpacking Goal-Directed NetworksAngel Saz-Carranza
Agenda
• Goal-directed networks & Network administrative organizations (NAOs)
• NAO leadership of goal-directed networks:– The study & key tension– The practices
• Ongoing research
GOAL-DIRECTED NETWORKS & NAOs
1
Emergent out of serendipitous interaction
Kilduff and Tsai, 2003
Goal-directed networksSocial Networks
Interorganizational Networks
Encompasses ‘‘groups of three or more legally autonomous organizations that work together to achieve not only their own goals but also a collective goal’’ (Provan and Kenis, JPART, 2008, 231).
Goal-directed networks
Emergency Task Forces
Network Broker?
— Centrality / Formalization +
Coordination activities
Member interaction
Power balance Formalization of form
Cost
Shared Decentralized Multilateral Symmetrical Low Distributed Lead-member
Centralized (lead-member)
Bilateral (via lead-member)
Asymmetrical Medium Concentrated
NAO Centralized (NAO)
Bilateral (via NAO)
Symmetrical High Distributed
(Provan, Kenis 2008)
QUESTIONS?
NAO LEADERSHIP OF GOAL-DIRECTED NETWORKS
2-a
Midwest Network[$1.690.218 // 20]
Four “exceptional” cases
West Network[$195.000 // 16]
National Network[$290.000 // 30]
East Network[$2.167.560 // 164]
East Network
Arab-American Support Center
Alianza Dominicana,
Inc.
…
Catholic Charities-Diocese
Asian Americans for
Equality
City Mayor’s Office & Council
NAO
Focus: the unity-diversity tension
• Small group collaboration (Smith and Berg 1987) • Organizations (Lawrence and Lorsch, ASQ, 1967; Mintzberg
1983)• Interorganizational relationships
– RDT & diversity (Rethemeyer and Hatmaker 2008; Huxham and Beech 2003).
– Overembeddedness & trust Information & structural holes (Brass et al. 2004; Burt 1992; Coleman 1990; Uzzi 1997).
– Ospina and Saz-Carranza, A&S, 2010
Leadership activities Address unity-diversity tension Collective action
Unity/Diversity tension• “Every day we have to face that contradiction, that
paradox…it's stressful because then it's the same diversity and richness that gives us threat and at the same time gives us a lot of strength. [MwN]”
• Premises1. Diversity within the network is necessary for network
effectiveness 2. Unity of the network is necessary for network
effectiveness 3. Diversity and unity undermine each other
Unity/Diversity tension•Diversity
•Organizational characteristics•Organizational culture•Organizational sub-issues*•Cultural-national*•Geographic base*
•Unity•Meta-objective / vision•Identity / Experiences / Problems•Value of diversity
•Premise 3a: Diversity and unity may easily undermine each other
QUESTIONS?
WHAT ACTIVITIES DO NAOs PERFORM?
2-b
Managing the unity/diversity paradox
Bridging: mediating member differences
NetworkDomain
Framing: setting the stage for action. Frame basic agreements and procedures (structure, process, and culture)
Capacitating: constructing the right community. Contribute to enhance the networks’ or the members’ capacity (strategic recruitment & building member capacity)
Bridging diversity• “[It] is important [that] you don’t force it, because when you try to force it,
then it won’t work. Networks have to be managed in a natural manner. [National Network]”
• “I call them up before and I just feel them out and just see what your sort of thoughts are so I can be sort of mentally prepared for it. [East Network]”
•Open process avoids “exit” (Hirschman 1970) by members•Open process must be managed to avoid diversity turning into disunity (Gray 1995)•No control over the outcome; but oversight of the process.
•Intraorganizational management is about decision making (Simon 1976)Network management is about bridging decision-making
Framing unity• Procedures and routines
– A multi-layered cake [Midwest N.]; – Organic structure [East N.]– E.g. McCain-Kennedy Bill
• Rules, norms, values– “we shall overcome [Midwest N.]”– “un pueblo sin fronteras [National N.]”– “si se puede [West N.]”– chants demanding immigrant rights in front of City Hall [East N.]
•Board (Member orgs.)•NAO•Organizational member staff•Constituents
•Integrates members at all levels: incr. complexity, incr. unity•Unifies around vision, identity, and value of diversity (Hogg and Terry, AMJ, 2000)•Generates common meaning-making
•Important in fragmented settings.
Capacitating• “I think it [managing successfully] all starts off when an
organization applies to be part of the network. [National N.]”• “Networks have to give back results, such as training and
resources, to member groups. [East N.]”
•Selection consistent with U/D dimensions. •Network-level Working group-level
•Must deliver network gains but also organization-specific advantages (Inkpen and Tsang, AMA, 2007)
•Directly affects how members re-evaluates network.
Conclusion
*Bridging: mediating member differences
*Framing: setting the stage for action
*Capacitating: constructing the right community
Unity:*Identity*Value of diversity*Main goal
Diversity:*Member organizational characteristics*Member sub-issues*Member national culture
Ability to carry out collective action
Leadership activities Address unity-diversity tension Collective action
QUESTIONS?
ONGOING WORK
3
Ongoing work
• NAO structures• Strategy development in goal–directed
networks: who’s boss?
Staff
Plenary / General Board[unanimity]
Members
NAO
Simple type
Working Groups
Staff
Governance Board[EU votes]
Members
Working Groups
NAO
Director
European Energy Agency
Executive Board[EU votes]
Scientific Committee
Principal and agent
• Being at the service of the institution implies convincing those who have the power. You need to walk one step ahead [of the members], but only one step, not 20 kilometers; otherwise you become irrelevant.
• He was always well aware he worked for the Council…The first truly brilliant decision he takes is …to realize that behaving as a [European] foreign minister... will not work… He maneuvered using that sixth sense of his without ever crossing a member state’s red line.
February 2016Webinar 3
Network Leadership Webinar Series
Today’s Presenter: Angel Saz-CarranzaToday’s Presenter: Angel Saz-Carranza