Emerging Network Theory

Dwight Friesen under writings and essays, has some really good essays on scale-free networks that are worth checking out.
Another great resource on starting and sustaining movements/networks is Jay Lorenzen's and Campus Crusades, Onmovements.com.
Andrew Jones at Tallskinnykiwi has a series of posts on emergent theory as it relates to the emerging church and everything else, really.
A great book on the topic is Linked: How Everything is Connected to Everything Else by Albert Laslzo-Barabasi.

As for me, here are some thoughts on how networks function and their possible role in missions for the 21st Century.

Network Theory: Organizational Structuring for the 21st Century

What are Networks? How do they work? How do they function? What defines them? What causes them to spread and grow, seemingly out of control and without cause? How do you organize networks or movements? Much has been written about network theory, and a definition of the social and organizational aspects can be found on the ultimate example of the fruit of network theory, Wikipedia, here.

Some Aspects of Networks:

No obvious leader or center
No familiar structure
No easy diagram to describe them
They self-organize
They morph and change as they react to interference or breakdown

“Networks are the language of our times, but our institutions are not programmed to understand them.”

Networks are extended groupings of likeminded entities, individuals, or organizations that interact and remain in informal contact for mutual assistance or support.

Emerging Values of Networks:

Communication – “The most important shift is away from broadcast (one to many) towards conversational (many to many).” This shows the importance of communication that is dialogical, open ended, and creative. Proper application of this would be to construct websites, presentations, conferences, and resources that allowed for feedback, creative construction of ideas, and collaboration. In fostering communication, it is important to find the ‘gatekeepers’ or ‘hubs’ through which information must pass to reach the widest possible audience. It is similar to the Person of Peace in Luke 10. He was a hub of a network of people that were influenced by his testimony and acceptance of the gospel.
Transparency – “The dynamic of information in a network is one of openness.” Because of the speedy flow of information across networks, it is important that networks foster transparency and honesty. It is also important that information be open and accessible.
Knowledge – Knowledge is passed along and created through the collaborative efforts of humans as they engage in network behavior.
Innovation – “(Innovation) is itself a network endeavor. Good ideas are dependent on an environment that is supportive of collaboration.”
Accountability – “In an interconnected world simple chains of cause and effect are difficult to establish. Most organizations are nodes in a whole series of complex networks, some of which they may not even realize they belong to. The impact of those networks and the outcomes they produce is rarely the result of any one organization but rather the interactions between them . . . In the future, our conception of accountability seems likely to evolve away from simple lines of answerability towards something more complex and messy with lines of accountability that are:
- Multiple, so that any one actor was accountable to a number of other actors in a number of different ways- Overlapping, so that at different times in different circumstances one source of accountability might take priority, but at no point could there be no accountability at all
- Based on deliberative as well as procedural processes – generating opportunities for genuine discussion and learning, rather than fostering defensive mindsets or going through the motions.”
Citizenship – “Networked citizens will participate in the creation of new decision making capabilities as well as understanding their informal power and responsibilities.”
Power – “power no longer resides in individual institutions (even states), but in the ‘switchers’ through which networks regulate terms of entry and privilege or exclude particular interests or positions.”

Thus, we see that networks, through access, collaboration, and the development of critical mass have the capacity to create ideas and to speed the flow of resources and information exponentially faster than hierarchical organizations.

Implications for Ministry Networks in the 21st Century

Networks exist as platforms for interaction, communication, and best practices to rise to the surface among groups who are moving in the same direction with the same core values and purpose. The establishment of the network serves to facilitate greater effectiveness and innovation among the participants. It expands by empowering all of its members to spread the idea around their own edges, thus inviting others to connect with them. It is not controlled as much as it is influenced by the flow of information, vision, and ideas as directed by the influential “gatekeepers” or “switchers” of the network. These “gatekeepers” are the hubs of relationships within the network, around which participants seem to gather.

Practical Keys to Establish and Lead a Ministry Network:

1. Lead through ideas, words, and vision.
2. Create interactive experiences where network participants are able to share their story and shape the future of the network.
3. Instead of “one to many” communication, create “many to many” conversational environments where best practices are discussed and adopted.
4. Use the internet through interactive web sites that create community and participation, such as blogs.
5. Use regional conferences/get togethers for the purpose of sharing information, building relationships, and learning about what others are doing that is successful.
6. Create a community of like-minded travelers that is reciprocal. Once interdependence is created, the bonds within the network are strong enough to provide for greater innovation and growth.
7. Connect people relationally and spiritually through prayer, communication, and ministry partnering. Much of this globally can be done through the web site if it is interactive and constantly renewing itself through the creation of feedback loops.
8. Ideally, you want to enable each participant to become an expert who is fully empowered and equipped to take the concept of the network to another likeminded person or organization. In a sense, the network is not controlled from the center, but rather it is moving among the edges by the push and flow of ideas, energy, and relationships. It morphs and changes and is constantly innovating as new participants take it further than before as they bring their own experiences to bear. Remember, it is about movement, not management.
9. Embodiment of the idea: the network stays true to it’s original DNA because the idea that brought people together in the first place is embodied in the relationships that are formed. What are we about? Why are we in relationship? The mission stays central and thus drives innovation and experimentation. The network exists to facilitate this process through coaching, encouragement, relationship building, and through creating learning and sharing environments where people can come together and grow. A good example of this is The Intersection Conference that was sponsored by Global Spectrum in April-May 2004, http://www.globalspectrum.org/intersection/. This conference featured a myriad of presenters who met with small groups of participants and engaged in discussions, presentations, and conversations on the issues at hand. It was extremely participatory and allowed for the creation of new ideas, strategies, and practices to emerge as experts come together. I participated in their conference in October of 2005 in Seattle and had the same experience. Excellent.
10. Create contributors instead of consumers. We often want people to consume our idea or talent, so they have to continue to come to us. This validates and perpetuates our importance and role. Instead, we should help people connect with God’s plan for their life and ministry in the context of relationship with others. Each participant has a role to play and has something to offer the movement. When each participant is communicating, giving, and taking based on their relationships in desire to see the network succeed, then the network functions correctly.

In conclusion, Network Leadership is about facilitating relationships and the flow of ideas in order to benefit all involved and to spread the movement quickly and with great range.