Open Space - Results of the working groups
"When can a net bridge the gap between knowledge and action? Building blocks to close the poverty trench". This was the guiding question for an open space on the second day of the workshop. During the open space 16 questions raised by participants were discussed in small working groups. Please feel free to take a look at the results of our open space sessions below.
About the Open Space Technology (OST)
Open Space Technology (OST) is a process to convene people for a conference, retreat or meeting and enables groups of any size to address complex, important issues and achieve meaningful results quickly.
After the process has been explained by the facilitator the participants co-create the agenda and host their own discussion groups. Discussions are held in designated areas or 'breakout spaces' and participants are free to move amongst the discussion groups. The groups record the discussions, which are then combined into a full record of proceedings for the meeting.
In a several-day Open Space, participants have the opportunity to announce new discussion topics / late-breaking sessions each new morning. At the end of the day (or 2 days or 2.5 days) the full group reconvenes for comments and reflection.
More information is provided on the following website: http://www.openspaceworld.org
How do you make network members independent and measure the benefits?
The ASEAN Member Countries have been privileged in gathering experience from their cooperation activities in forestry sector. In particular, regarding implementations with thematic focus.
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Network hub management options
Networks need a "hub", that is, a person, group or organisation that facilitates, manages and/or coordinates. Hubs thrive on resources (especially time), a structure that is representative and accountable and communication skills. What kinds of structures do participants have experiences with? What are strengths and weaknesses of these structures?
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Good and bad experiences with e-collaboration tools and virtual habitats
Sharing good and bad experiences regarding the use of concrete e-collaboration tools. Implications and limitations.
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How do you manage knowledge in the event of a project/programme closure?
In a situation of projects and/or a wider programme coming to an end, that is, with staff leaving the organisation, how can one optimise the management of the knowledge (particularly tacit) of these people?
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How do we know, if we have made a difference?
We want to make a change for the better and make a difference.
A difference for whom?
Why do we need to know it?
What is difference?
How do we know?
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Till Death or Change Do Us Part!
Should the lifespan of knowledge networks be calculated upfront and their demise /transformation be planned?
Fallback strategy: How do you keep the network (and its members) active and involved?
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Managing partner expectations
How can facilitators of networks manage partner expectations well and in a way that they create realistic expectations? How can networks move away from the pressure to deliver in a more sustainable fashion?
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What is necessary for building the capacity of networks so that they work?
Why was this question asked? What does the capacity development of network facilitators, managers and coordinators look like? Network coordinator competencies. What do I need to know? Where can I find what I need?
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Enter the Knowledge Broker (KB)
What do they do? What do they have to know to do a good job?
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Whose network is it anyways?
Allison Hewlitt: I am not so sure if what we discussed is an issue but I proposed the topic of network ownership. My angle was to question and explore shifts in network ownership from member-owned to secretariat-owned (coordinating team/hub/core team etc.) as the size of the network increases and more formal structures are put in place. I'm not sure if this is true or not and was interested in hearing opinions and thoughts from others.
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Advantages and disadvantages of an international network based in Geneva, Switzerland
Geneva couldn't be a more internationally oriented European city, but how does that translate into support for NGOs, their networks and, in particular, funding? Being based in Geneva and Switzerland, can be both advantageous and a funding cul de sac.
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Coming to grips with trust and envy to improve networking
What are the human dimensions of hub sustainability? How much do we depend on personal passions for motivation? Can we prevent ego-trips in order to survive? How can we build a social movement through networking and knowledge sharing?
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Motivating donors to invest in networks
There is a need to convince donors to invest in networks, but what are the requirements for successfully soliciting contributions from donors. How can you demonstrate the potential impact of a network?
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Will diaspora networks challenge development cooperation?
The diaspora have networked around remittance goals and issues and have been recently networking around projects. Now they want their expertise taken into account in the formulation of development strategies of donors.
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Networking in significantly hierarchical societies
In societies, where class, cast or patronage/ clientele systems strongly persist, how can you still network productively?
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How can we re-align networks dominated by "North" to "South", "South-South" constellations?
Donors, in this case, the SDC, support networks on a variety of topics. Many networks seem to be donor driven and do not establish adequate relationships with organisations in the South claiming that the undertaking is too complex...
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