Networks for Social Impact is a broad review of how nonprofits, businesses, and governments work together to tackle social problems. The book argues that network design and management is not a one-size-fits-all formula. Instead, the type of social issue, the mechanism for social impact, environment, and resources available each determine appropriate choices.
Networks for Social Impact is a broad review of how nonprofits, businesses, and governments work together to tackle social problems. The book argues that network design and management is not a one-size-fits-all formula. Instead, the type of social issue, the mechanism for social impact, environment, and resources available each determine appropriate choices.
Michelle Shumate is the Delaney University Research Professor and the founding director for the Network for Nonprofit and Social Impact at Northwestern University. She is also an associate faculty of the Institute for Policy Research. Her research focuses on how to design interorganizational networks to make the most social impact. The National Science Foundation recognized her research with a CAREER award. Her research has been funded by the National Institutes of Health, National Science Foundation, Bill and Melinda Gates Foundation, and Army Research Office. Nonprofit Quarterly, Stanford Social Innovation, and the Conference board have featured her work. She offers workshops, consulting, and coaching through the Social Impact Network Consulting. Katherine R. Cooper is Assistant Professor of Communication Studies at DePaul University. As a researcher, Kate is primarily interested in nonprofit organizations and interorganizational collaboration in response to social problems. Her research has been published in both communication and nonprofit journals, as well as outlets for nonprofit practitioners, such as Nonprofit Quarterly and the Stanford Social Innovation Review. She remains active in the nonprofit sector as a volunteer and consultant.
Inhaltsangabe
* Foreword * Preface * List of Tables * List of Figures * Acronyms * Chapter One: What are Networks for Social Impact? * Social impact * Networks * Research methods * The dimensions of networks for social impact * Configurational and process approaches to social impact * Axioms of this book * Plan of the book * Case Study: Summit Education Initiative * Tools for Network Instigators: Overview of cases * Chapter Two: Is Social Impact the Goal? * Defining social impact and network outcomes * Outcomes other than social impact * What kind of problem is the network trying to solve? * Dead-ends to social impact * Pathways to social impact * Case Study: The Wisconsin Association for Independent Colleges and Universities * Tools for Network Instigators: Root cause analysis * Chapter Three: Setting up the Network * Network instigators * Recruiting network participants * Managing network membership * Decision-making processes * Setting the goal or goals of the network * Defining structures and roles * Developing external legitimacy * Getting funding * Network reincarnations * Dead ends in network emergence * Network dilemmas in emergence * Pathways to social impact from network emergence * Case study: Education for All * Tools for network instigators: Actor maps and consensus-based decision making * Chapter Four: The Influence of Funders and Resources * The resources that bring social impact networks together * What resources are needed to achieve social impact * Dead ends to social impact * Dilemmas in managing network resources * Network pathways to social impact * Case study: Two networks to combat gender-based violence * Tools for network instigators: Fiscal sponsorship and community asset inventory * Chapter Five: Power and Conflict * Power in networks * Interfaces for conflict * Dead ends for addressing conflict * Dilemmas in managing network conflict * Pathways to social impact in the midst of conflict * Case study: NF Collective * Tools for network instigators: Stakeholder participation tool and VOICE heuristic * Chapter Six: Using Data to Support Networks' Theory of Change * Data use for project-based social impact * Data use for learning-based social impact * Data use for policy-based social impact * Data use for catalyst-based social impact * Data use for systems-alignment based social impact * Data use for network management * Data use for community empowerment * Dead ends for data use to support theories of change * Network dilemmas for data use to support theories of change * Pathways for data use to support theories of change * Case study: Chicago Benchmarking Collaborative * Tools for network instigators: Data use in networks tool and pivot tables * Chapter Seven: Remaining Agile and Adaptable * Incremental change and serendipitous networks * Radical change and serendipitous networks * Incremental change and goal-directed networks * Radical change and goal-directed networks * Network death and reincarnation * Dead-ends for managing network change * Dilemmas in managing network change * Pathways for managing network change * Case study: Westside Infant Family Network * Tools for network instigators: Network change decision-tree * Chapter Eight: Frontiers for Networks for Social Impact * The axioms for social impact networks * Implications for researchers, network instigators, and funders * References * Index
* Foreword * Preface * List of Tables * List of Figures * Acronyms * Chapter One: What are Networks for Social Impact? * Social impact * Networks * Research methods * The dimensions of networks for social impact * Configurational and process approaches to social impact * Axioms of this book * Plan of the book * Case Study: Summit Education Initiative * Tools for Network Instigators: Overview of cases * Chapter Two: Is Social Impact the Goal? * Defining social impact and network outcomes * Outcomes other than social impact * What kind of problem is the network trying to solve? * Dead-ends to social impact * Pathways to social impact * Case Study: The Wisconsin Association for Independent Colleges and Universities * Tools for Network Instigators: Root cause analysis * Chapter Three: Setting up the Network * Network instigators * Recruiting network participants * Managing network membership * Decision-making processes * Setting the goal or goals of the network * Defining structures and roles * Developing external legitimacy * Getting funding * Network reincarnations * Dead ends in network emergence * Network dilemmas in emergence * Pathways to social impact from network emergence * Case study: Education for All * Tools for network instigators: Actor maps and consensus-based decision making * Chapter Four: The Influence of Funders and Resources * The resources that bring social impact networks together * What resources are needed to achieve social impact * Dead ends to social impact * Dilemmas in managing network resources * Network pathways to social impact * Case study: Two networks to combat gender-based violence * Tools for network instigators: Fiscal sponsorship and community asset inventory * Chapter Five: Power and Conflict * Power in networks * Interfaces for conflict * Dead ends for addressing conflict * Dilemmas in managing network conflict * Pathways to social impact in the midst of conflict * Case study: NF Collective * Tools for network instigators: Stakeholder participation tool and VOICE heuristic * Chapter Six: Using Data to Support Networks' Theory of Change * Data use for project-based social impact * Data use for learning-based social impact * Data use for policy-based social impact * Data use for catalyst-based social impact * Data use for systems-alignment based social impact * Data use for network management * Data use for community empowerment * Dead ends for data use to support theories of change * Network dilemmas for data use to support theories of change * Pathways for data use to support theories of change * Case study: Chicago Benchmarking Collaborative * Tools for network instigators: Data use in networks tool and pivot tables * Chapter Seven: Remaining Agile and Adaptable * Incremental change and serendipitous networks * Radical change and serendipitous networks * Incremental change and goal-directed networks * Radical change and goal-directed networks * Network death and reincarnation * Dead-ends for managing network change * Dilemmas in managing network change * Pathways for managing network change * Case study: Westside Infant Family Network * Tools for network instigators: Network change decision-tree * Chapter Eight: Frontiers for Networks for Social Impact * The axioms for social impact networks * Implications for researchers, network instigators, and funders * References * Index
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