Networks for Social ImpactA broad review of how nonprofits, businesses, and governments work together to tackle social problemsNetworks for Social Impact takes a systems approach to explain how and when networks make a social impact. Michelle Shumate and Katherine R. Cooper argue that network design and management is not a one-size-fits-all formula. Instead, they show that the type of social issue, the mechanism for social impact, environment, and resources available each determine appropriate choices. Drawing on research from public administration, psychology, business, network science, social work, and communication, this book synthesizes what we know about how to best design and manage networks. It includes illustrations from thirty original case studies which describe groups of organizations addressing issues such as gender-based violence, educational outcomes, senior care, veterans' services, mental health and wellness, and climate change. Additionally, the volume examines critical issues that leaders address in creating and managing networks, including social issue analysis, network governance, securing and managing funding, dealing with power and conflict, using data effectively, and managing change. Each chapter includes tools for network leaders to use to handle these issues. This book is neither an overly idealistic, pro-collaboration account of the benefits of network approaches, nor is it a critical view of these efforts. Instead, this clear and concise volume highlights the opportunities and challenges of networks. |
Contents
1 What Are Networks for Social Impact? | 1 |
2 Is Social Impact the Goal? | 42 |
3 Setting Up the Network | 68 |
4 The Influence of Funders and Resources | 104 |
5 Power and Conflict | 130 |
6 Using Data to Support Networks Theory of Change | 158 |
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Common terms and phrases
achieve social impact action learning actors agencies approach Brinton Milward challenging Chapter Chicago Benchmarking Collaborative Collaborative Governance Collective Impact Community Psychology Configurational conflict conveners Cooper coordinated create Cross-Sector describe Development directed networks environment evaluation example focus funders funding ganizations goal https://doi.org identify impact networks Implementation improve individuals Interorganizational Collaboration Interorganizational Network Jill Purdy Journal of Public Katherine legitimacy MAAC mental health Michelle Shumate Milward network change Network Effectiveness network governance network instigators network leaders network management network members network outcomes networks for social NGOs Nonprofit and Voluntary Nonprofit Organizations organizational learning participants partners partnerships Pivot Table Provan Public Administration Research RE-AMP recruiting relationships role root cause root cause analysis serendipitous networks social impact networks social issue Social Partnerships social problems stakeholders strategy Tools for network types Voluntary Sector Quarterly wicked problems