Network Mapping - New Directions Collaborative

New Directions Collaborative helps our clients “map” their networks, using Social Network Analysis (SNA) and other tools, to develop a visual images of relationships and flows of information/communication and other dimensions of interest. Seeing images of a network’s relationships makes what is invisible visible and out of this, new information can emerge, for example, seeing which people are well connected in a network and where parts of a network are not aware of each others’ work. (See example below.) Network maps can be re-done on a periodic basis to measure changes over time, which provides useful data in evaluating network effectiveness and setting strategy.

We help networks determine what maps or inventories will be useful based on their goals and state of network development. Participants in the network compile a brief survey and this data is entered into software that generates various maps and analysis. Using the maps as a starting point, we facilitate dialogue amongst network leaders and members about how the network is currently working and what actions or interventions could be taken to unleash the network’s capacity to advance change.

Examples of a few of the ways to map a network include:

Assess the strength of relationships within the network, e.g., how well people know other members, how often they communicate, who works with whom. This map is designed in a way that this survey could be repeated in future years to analyze changes over time, as one way to assess the network’s impact.
Develop a matrix to see where network participants’ strategies and focus overlap or where there are gaps or overlaps. This can be tailored to align with network high-level goals and is useful for the network in planning and for helping members see how they can align and organize their work together more effectively.
Map the constituencies that network members work with or are connected to, e.g., for a network of organizations focused on energy efficiency this might include residents, businesses, municipalities, etc. This helps the network to plan strategy, coordinate engaging constituencies, and find areas to increase collaboration or coordination.
Develop an inventory of the needs and offers of network participants. Each network has a lot of resources, skills, experience, and connections among its members that others could use, yet this is often untapped. This inventory helps a network coordinator to connect network participants to others within the network, creating additional benefits for their work through their association with the network.

The following is an example of a “Before and After” network map from the Boston Green and Healthy Building Network. Each dot represents a person and the color shows what type of organization they work with. The lines between the dots represent their relationship, i.e., how well they know each other.

Before_SNA_map

Here is a similar map after two years:

After_SNA_map

Testimonials

Beth brings a deep understanding of collaborative process and networks that has consistently helped us clarify our role as an evolving network. She has helped us to design and facilitate meetings for small (25 people) and larger groups (200) that are engaging, inclusive, and intentional. Our network partners report that they bring the facilitation ideas and techniques from those meetings back to their own work and communities.
– Erin Hardie Hale, PhD, Research and Network Coordinator, NH Food Alliance
Beth facilitated a thought-provoking training with about 30 professional staff about strategic questioning as a tool to strengthen connections and understanding of others and ourselves. Years later, we are still using the concepts she taught us as part of our daily work as educators and supervisors. Blending experiential activities with well-grounded theory, her workshops spur engagement, incite curiosity, and offer new insights.
– Ruth Abelmann, Director of Residential Life, University of New Hampshire
The participatory leadership skills that Beth teaches have been extremely valuable to me, both personally and professionally. I’ve been able to apply the tools I’ve learned in my work with stakeholders and collaborators. A key “aha” moment was appreciating that if I truly want systems change and buy-in from others, I need to let go in order for others to step up and lead.
– Chris Meehan, MBA, Chief Community Impact Officer, Vermont Foodbank
As a policy organization that is so focused on results, you keep us thinking about how to broaden our reach and strengthen the network for the long game. I really value your guidance on designing effective agendas for meetings that bring together multiple interests. I appreciate the reminders that there is a process for making people feel good and included, even if you don’t agree with them.
– Josh Craft, Energy & Climate Program Director, Environmental League of MA
Beth is a truly remarkable, one-of-a-kind facilitator, systems-thinker and participatory leadership coach. She facilitated an inclusive process to bring people from 30 organizations, with divergent views, to align around strategies on how to move forward together. This helped us to drive systems change in one of our core issue areas. I can’t recommend her highly enough.
– Matt Prindiville, Executive Director, UPSTREAM
In my work to help schools understand and reduce their food waste, I have to bring many different stakeholders together. I’ve already used tools that I learned in Working in Collaborative Ways with a group of middle school students and at a regional environmental conference. The middle school teacher was amazed at how every student found a voice. At the conference, I was able to really engage with the conference attendees rather than just presenting to them.
– Diane Calvin, Founder and ED, foodSCAPE
Your facilitation techniques helped us bring together grassroots leaders who don’t usually meet to share viewpoints and get to deeper project discussions than we often see. The meaningful relationships started there have continued beyond the event. To make progress on complex issues of equity and justice, we need the kind of training you offer to help emerging leaders convene inclusive meetings where all voices are heard.
– Julia Dundorf, Executive Director, New England Grassroots Environment Fund