Plastrik, Taylor, and Cleveland in their book “Connecting to Change the World” describe the value of networks and network-building in affecting social and environmental change. In it they suggest “Three Rules to Live By:”
1. Trust the network,
2. Serve the network, but don’t wait for it, and
3. Embrace vertigo.
In 2024 I helped launch a state-wide network of groups that are adding nature to urban sites in several small, post-industrial cities: Bloom Rhode Island. Plastrik et al.’s advice served as a touchstone for me. Access to their wisdom felt like a “life hack!”
In building the Bloom Rhode Island Network, we recognized that “embracing vertigo” is a brave principle in striking the balance between network order and chaos. We managed that balance through a “fail fast, succeed sooner” approach (as Peter Manzo describes in his 2008 Stanford Social Innovation Review piece). In Bloom Rhode Island’s initial year in 2024 we prioritized action over analysis. I lead a lot of strategic planning projects, and I do a bit of theory-crafting around it. That is a cerebral practice, so it was exciting to lead with action in creating Bloom Rhode Island.
Based on our experience I would add a fourth rule to the excellent three listed above:
4. Hypothesize and test often.
Our actions in launching Bloom Rhode Island were designed to test a hypothesis: that urban “greening” groups could grow their capacity through participating in a network. We tested that hypothesis through grant making, building personal and professional connections between groups, and hosting a lot of discussions about capacity needs. We constantly asked questions. We did this within the “node” of this nascent network while doing the work. It required doing, learning, then thinking.
Here are some suggestions for using a “Hypothesize and test often” approach in building your network.
1. State your hypothesis: Be clear about what you are testing before you build your network. Be clear about the “value add” that you think the network will create. This will, at a minimum, ensure that you do your work in a spirit of inquiry.
2. Plan for self-assessment: Build in multiple, almost constant opportunities for feedback from the network. What is helpful to them? What is missing?
3. Push the “null” hypothesis: Probe hard for the answer that your hypothesis is “wrong.” This will help reduce confirmation bias and help you recognize where the network does, and does not, have utility.
If you are wondering, we found that Bloom Rhode Island did indeed add value to the network we created. Initially, we rarely mentioned to our colleagues that we were building anything. We made some grants, gave away some planting materials, guided some organizational development projects, and hosted several meetings. We talked to partners, we visited dozens of sites, and we connected groups who needed something with another group who could offer it. Now after a year, participants are, unprompted, describing their enthusiasm for this network. They are suggesting ways to grow it next year. They are asking for more opportunities to connect with each other. They are making plans to do more with their work and their projects in 2025. In short, we grew their capacity!
Perhaps the best measure of success for this new network is the results on the ground:
– 50 new urban nature projects arose in six cities,
– Hundreds of volunteers (including dozens of young students) contributed to their community,
– Thousands of people are now within a ten-minute walk of a joyful new natural site, and
– Hundreds of thousands of dollars went into the local economy.
Networks really can drive change! Just use the three rules listed above, and consider my humble suggestion for a fourth. Check out Plastrik, Taylor, and Cleveland’s website to learn more and share your stories with me about what has worked for you.
