Networks for Capability Development
THINKPIECE | Cliff Trood, Head Teacher, North Coast Institute of TAFE, Taree Campus
Introduction
Networks and networking are an increasingly important part of the VET professionals work. While networks and networking are not new to the VET professional the emphasis on developing a more flexible, responsive, innovative and capable sector calls for a more focussed and purposeful application of network principles and practice .
Networks and Capability
The term network is often featured in discussions about organisational capability. Networks describe the more flexible, innovative and agile structures through which knowledge, innovation and information freely flow. Gill and Delahaye, for example, emphasise the importance of an organisation’s ‘embodied knowledge set [that] supports competitive advantage through innovation and flexibility ….’. They argue that when the knowledge networks of employees are aligned to an organisation’s strategic intent they will directly contribute to an organisation’s capability.
Similarly, Haertsch identified three key resources for capable organisations; human, social and organisational capital, that all placed high value on knowledge and the relationships between groups and individuals in an organisation. Jackson also points out that teacher networks enable innovation by providing a structure within which ‘specialised knowledge can be created and transferred’.
This brief discussion highlights the importance of the network as a powerful knowledge and information transfer mechanism that works effectively in an organisation to introduce and share new information and ideas for competitive advantage.
The ‘VET Networked for Quality’ research and the TAFE Futures report both showed that while there were many external networks underway in the VET sector much more needed to be done to build more relationships between VET practitioners and industry as VET institutions work to meet the flexibility and responsiveness needed by industry, the community and other stakeholders. The promise of effective networking is greater collaboration and sharing of information, knowledge and practice for competitive advantage and mutual benefit.
Building Networks
If networks play such an important role in a capable organisation, then building them is a critical activity for the VET professional. As networks develop in the workplace, often merging into an individual’s social network, they rely on interpersonal relationships to develop and maintain the network connections or ties between individuals. These workplace and social networks are powerful communication ‘grapevines’, providing the foundation and principles on which professional networks can be built and nurtured. However because networks are ubiquitous, forming an intrinsic part of human activity and providing the core social communication system for society, they often fly under the radar and attention to making them more effective is too often ignored.
So what does a VET network look like and how do we build and sustain them?
Evidence of VET networks and their activity
Evidence of VET networks exist when industry, VET and the community purposely engage in such activities as collaborative forums, projects and meetings that bring together individuals from different backgrounds, organisations and situations in order to share ideas and achieve particular objectives. Everyone reading this article will almost certainly have been involved in this type of activity at some time. In VET these networks may include industry networks, assessor networks, communities of practice, community networks and practitioner networks to name just a few.
But how do these networks start? What initiates them and enables their development?
Effective networks
It has already been noted the natural role networks have in society and it may seem a simple process to initiate and develop a professional network however not all professional networks are as effective as they could be. Krebs and Holley noted that networks have ‘two simple yet powerful driving forces’
- ‘birds of a feather flock together’
As social beings we like to be with people who share similar interests and values. Therefore it is easy to develop a close network of like minded people.
- ‘those close by, form a tie’
We also find it easier to connect with people who are close by, within our local community as these are the people we see most often. They are the people we know more about and with whom it is easier to develop trust.
These two forces explain the natural development of social and community networks.
However VET networks need to be more purposely managed and developed if they are to provide the potential benefits to the VET professional and their organisation. Building an effective network begins when connections are made in a planned rather than ad hoc way.
Making it work
To better understand networks and their construction it may be useful to consider networks from the three following perspectives; clusters, diversity and sustainability
Clustering
Taking the two simple forces at work in networks it can be seen that any observable grouping together of individuals will share similar attributes, goals or governance. We can recognise these forces at work in social gatherings where people will tend to cluster together based on common interests. It is a natural human social trait to be drawn to other likeminded individuals. Networks therefore begin with people who share similar views, goals and vision. Sporting clubs are a good example of this clustering.
These networks tend to be dense with close strong ties that play an important role in maintaining an existing knowledge base through the continuous sharing and clarification of the network’s body of knowledge. Everyone knows and understands what everyone else knows and understands. This type of network makes for seamless consistent performance, everyone knows their role and where they fit. This is the type of relationship you would want in a cricket or football team.
These networks often have a high level of tacit knowledge created from the continuous sharing of information that may create terminology understood within the network but not to outsiders. Acronyms are a good example of this where in-house language develops to more quickly communicate internal information. The downside is that entry into this network clustering can be difficult and change, if it occurs, is slow.
The close strong ties limit access to other clusters, new ideas and new information. This also helps explain the ‘silo effect’ evident in large organisations and often derided as the barrier to cross department, cross sectional collaboration and innovation. Strong close-knit networks support existing structures, provide stability and maintain the status quo but are a barrier to innovation and change.
Are your networks like this- few, small, stable and dense? Or do your networks include more diversity?
Diversity
While clusters tend to form around common attributes and goals, effective networks enable innovation and support change through diversity. Diversity is at the other end of a continuum with clustering. Diversity develops as ties are 
established with other clusters. These connections provide for the flow of new ideas and information between clusters. The ties between clusters are usually weak ties where the knowledge base of individuals from different clusters will be different so any discussion will result in new perspectives and ideas being shared.
These weak ties are critical in providing the link through which new information and ideas can flow to maximise opportunity for innovation. Strong innovation networks build on the diversity that weak ties bring as individuals from varied backgrounds and disciplines share and exchange of their knowledge and understanding to create new ideas.
Innovation, a characteristic of the capable organization, exists where organizational structures enable innovation networks to build the stock of ideas and develop opportunities for new products services and practice. As Jackson noted “…networks developed among educators from diverse educational backgrounds, of diverse professional belief systems, and with diverse professional practices or teaching assignments provide a rich source of new ideas and new possibilities and a foundation for experiments in practice. This sort of experimentation holds the potential for profound improvement’ (Jackson adapted from Smylie &Hart, 1999).
Developing more diversity in your professional network will expose you to new ideas and innovative practice.
Do you have in your network an eclectic range of individuals from diverse backgrounds and disciplines with which you can share new ideas?
Do you intentionally seek out and add individuals from diverse backgrounds and disciplines to you network?
Developing your professional innovation network is achieved when you take opportunities to attend functions such as industry and VET conferences and engage with other participants, visit other teaching or support units, and take up opportunities to be part of industry and VET boards, forums and panels. This develops your network, breaks down silos and provides you with access to information, knowledge and resources not accessible in close tied clustered networks.
Connect on your similarity, but profit from your diversity
Sustainability
It takes a lot of effort to build an effective professional network and it is important to make the network sustainable. If you have a contact that shares valuable information with you how do you sustain the flow of information? What would you do if you were to lose the contact?
Creating sustainable networks means developing multiple connections to ensure information and knowledge continues to flow. When two companies merge and staff are retrenched corporate knowledge is often lost because the information pathways are disrupted or even removed unknowingly. The merger may have considered the formal communication structures and hierarchies while ignoring the informal but powerful communication networks.
Think about your important sources of ideas, knowledge and information.
Have you developed a sustainable network to ensure information is validated and continues to flow?
Sustainable networks develop when several links exist between any two individuals. In the diagram B has developed sustainability with D’s information by connecting with A and C who are also linked to D. If the link to D is removed then A and C can continue to share information from D. E however is in trouble if they lose the link.
Building a sustainable professional network require multiple ties for the same information. Multiple ties also provide validation and reinforcement of the information. The assessment validation process uses this feature of a network.
Weaving and Facilitating Networks
As you begin to strategically build a strong, diverse and sustainable personal network you will develop a rich source of new knowledge and practice but it is equally important to use that knowledge and network practice to influence and support the development of other networks and collaborative activity. Connecting groups of people supports inter organisational collaboration, community building and partnerships. Krebs and Holley called this activity ‘network weaving’ and ‘network facilitation’.
Weaving is similar to building a personal network but on a larger scale, connecting clusters by identifying cluster needs or opportunities and making the connections. We often see this at conferences where a useful connection is noted and two individuals are put in contact. A network weaver also works to identify and mentor others to build their own networks introducing them to other key individuals. An effective weaver is also working to connect individuals or groups for collaboration. This is an extension of weaving to network facilitation where the network facilitator, through their professional network, identifies opportunities for collaboration for mutual benefit. Often connecting individuals in small collaborations will develop the skills to engage in larger more complex collaborations and greater mutual benefit. This evolution is clear in Ricchiuto’s pyramid where he lists seven levels of network building.
Level |
Activity |
7 |
Introducing A to B in person and offering a collaboration opportunity to get A and B off to a successful partnership |
6 |
Introducing A to B in person and following up with A and B to nurture the connection |
5 |
Introducing A to B in person |
4 |
Introducing A to B in a conference call |
3 |
Introducing A to B in an email |
2 |
Suggesting A talk to B and calling B to look for a contact |
1 |
Suggesting to A that A should talk to B |
What is the level of networking you work at?
What opportunities are there for you to build more collaborative activity?
A final word - Relationships
At the heart of all network building is the development of relationships. Networks are intensely relational, building on trust and integrity to establish and maintain the network.
This calls for the VET professional to:
- take the time to listen, reciprocate, share and establish rapport
- listen not just for information, but ideas, inspiration and insight
- understand that a network is about long-term associations and will take time to build
- those in our network are partners who need to benefit from the relationship
- give and share without expectation
Networks provide a powerful tool for the development of capable VET professionals and organizations however networks rely on interpersonal relationships and trust. This makes networks complex and fragile. Building effective networks is about building strong relationships with diverse groups and individuals. Through your networks collaborations and partnerships will develop and build an organization that is flexible, responsive and capable. It takes time, energy and commitment but the personal and organizational rewards will come.
References
Clayton. B., Harris. R., Bateman. A., & Brown. M., 2007, Organisational capability – what does it mean? NCVER, Adelaide. (accessed 6/06/08)
Gill, L. & Delahaye, B.L. (2004) Building Organisational capability: your future your business, proceedings of 18th Annual Conference of the Australian and New Zealand Academy of Management, Dunedin, New Zealand. Haertsch, M. (2003) ‘Building organisational capability’
In Clayton. B., Harris. R., Bateman. A., & Brown. M., 2007, Organisational capability – what does it mean? NCVER, Adelaide. (accessed 6/06/08)
Jackson, D. (2002) The creation of knowledge networks. Paper presented at the CERI/OECD/DfES/QCA/ESRC Forum ‘ Knowledge Management in Education and Learning 18-19 March 2002, Oxford.
Kell, P. (2006), TAFE Futures Report Australian Education Union
Krebs, V., Holley, J. 2007 Building Smart Communities through Network Weaving,
accessed 1/08/08
Mitchel, J., Chappell, C., Bateman, A., Roy, S. (2005), VET Networked for Quality, NCVER p4