Networks are the new management mantra. The back story to this development is the increasing importance of healthy relationships for the sustainability of organizations. I've seen this coming since the mid-1970s with the realization that relationships are the vehicle through which life works.
The science of networks is growing in sophistication and practicality. It is truly amazing to see what the data on networks can reveal. That said, networks are not the end point. They are a transition point to something else.
The first transition
If you step out, look back, you'll see that for most of the past couple millennia, organizations have been structured as hierarchies. I've posted on this before.
This hierarchies look basically like this image. There is leadership, with a level of middle and supervisory management, followed by everyone else. This is an over simplification. The point though is that the structure was organized for order, efficiency, and bottom-up accountability.
This hierarchy has been the primary form of organizational structure since human beings began to organize themselves. Some form of this hierarchy will always exist. However, it will be different.
Into the context of organizations appears a new phenomenon called a network of relationships. This is a new form of human organization that exists as connections without a designated location for these relationships. These are the kind of relationship that populate social media networks. They are virtual and intermittent, lacking comprehensiveness and continuity.
Prior to the advent of modern communication technology, the highest form of network was a local community of residents. This ancient form of the network was based on physical proximity. Think of an Amish barn raising where all of one's neighbors come to your farm to construct a building that serves a family's need for sustainability. Of course, no one talked about their local community as a network, but that is essentially what it was. The connections formed a tight bond of closeness that made it difficult for outsiders to join. Today, networks are the opposite, loose, open configurations where the social bond is in the moment.
Today, this network of relationships looks like this. It is not primarily based on living near one another, but rather being connected through common interests. The sophistication of these networks is enabled by the data mining that modern computer technology provides. Social media provides the most practical and universal means for these networks of relationships to develop.
These networks are driven by the science of connection and its viral nature. There are great possibilities for impact when a network is mobilized for a cause, when an influential hub (person) sneezes and the whole world catches a new pair of shoes, or when one person posts a video of some random guy dancing, and it is shared globally millions of times. This is the power that this form of network connection holds. This, however, is a feature of contemporary networks of relationships, and not the potential, ultimate end.
Networks are a basic infrastructure of the future of organizations. Where hierarchies are based upon position and role within an organization, networks are based upon who you know, and the ability to turn those connections into action.
To understand networks is to be aware of a couple shifts that have taken place over the past century.
The first shift is the elevation of the individual to a place of centrality in their own network of relationships. In this respect, being member of a community or an institution means less today than it did a generation ago. This individualism is a product of living in a society of choices made available to all who have the means as a consumers. Today's consumer mindset sees organizations and networks existing to meet my purposes and desires. It is social in a limited, not a comprehensive sense.
The result is that much of the emphasis on networks is focused on developing them for one's own purposes as a universal platform for marketing the individual to a world of individuals.
A second shift is the emergence of the network as a place of virtual habitation. We live online, and our relationships are online, and our identity is formed online, and our life is lived online. What the old hierarchies and old local communities offered was a physical place to live one's life and to develop the habits and practices that provided a basis for a sustainable society. There is a reason why cultures survived centuries, even millennia, without the modern technologies that we have today. These cultures of the past were communities rooted in a specific place, organized around specific traditions that helped people know how to live a life of contribution and meaning within that specific context. Many of the habits and practices that provided sustainability during the pre-modern era have eroded away as we taken up residence online. Today, everything can be done online, not requiring anything more than a wifi connection to be connected to a network of social profiles of people whom we only know as they choose to present themselves online.
The significance of this shift is seen in the difficulty that people who are not highly engaged in an online network of relationships find in dealing with people who are not used to face-to-face human contact. Frankly, they do not understand the patterns of interaction and communication that take place through social media platforms. As a result, they are missing the necessary capacity to be persons of influence who can make a difference on a global scale.
These two shifts inadequately address the fundamental desires that people have. Those desires are for our lives to be Personally Meaningful, Socially Fulfilling and Make a Difference that Matters. All of this can happen through our online network of relationships. To do so requires that they become more than simply a place where I daily project my personality into noise of the online social world.
The Next Transition
These changes are why I see our current fixation on networks of relationships as a transition point between the old hierarchical structures and what comes next. What comes next is a recognition that we are more than the constructed persona of our diverse social media profiles. We are real people who have lives apart from the online world.
The next iteration of the network is for them to become more communal. By this I mean that the relationships transcend the virtual to be transformational. For this to happen, there must be a personal stake in the relationship that moves beyond what I get from it. It goes to what I give to make it work. In this respect, the next transition is a return to the old communities of proximity where being a neighbor meant that we were actively engaged in the care and sustainability of our community of common welfare.
There is a sharedness of these communities of relationships as seen here. When I speak of "leading by vacuum," it is a way of talking about how we each bring our own gifts and talents to the network of relationships, and in so doing, the network transcends the virtual to become something greater.
In this scenario, the individualism of the network is transformed into a community of relationships who share a common purpose or goal for their relationships.
For example, the Flow Ventura Global Triiibes Retreat brought together people from around the globe, most who had never physically been together before. We knew each other online. The event would never had occurred had the relationships been simply virtual and individual. Instead, over a period of time, our relationships came to increasingly matter more and more. We were more than virtual connections. We were friends whose daily interaction online mattered in how we live in the dispersed places where we reside. In other words, knowing one another online was insufficient for the sustaining of our relationships. We needed to be together in the same place, face-to-face, and side by side.
The retreat as a result was transformational for many of the participants. Many common points of interest explored in the conversations and presentations elevated the shared values that transformed our once virtual network of relationships into a community of friends whose relationships matter to one another.
Facilitating The Transition from Network to Community
For a network to transition into a genuine community requires leadership. It needs people who facilitate and coordinate the interaction that is needed to build a community of relationships. Conversations within these networks need to clarify the shared ideas of purpose and values that are a basis for a shared vision of impact, and a common commitment to share the responsibility for it. Each provides a way for the relationship to transcend superficial connection to one that is meaningful, fulfilling and makes a difference that matters.
This is the future that I see emerging. I see it as the logical evolution of networks of relationships to become more communal than social. That does not mean it will happen in every place. It does mean that it is possible. That it is a choice fueled by our desires for a certain kind of life that transcends the shallow superficiality of much of what we experience each day.