Unlocking the Power of Social Network Webbing
Discover the transformative potential of Social Network Webbing, a liberating structure that illuminates hidden resources within existing networks, fosters stronger connections, and empowers individuals to take initiative in building a resilient network. Learn how this inclusive approach can benefit diverse groups in various settings, from healthcare teams to government leaders. Dive into practical applications and insights on how to leverage Social Network Webbing effectively. For a detailed exploration, visit the provided link.
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Presentation Transcript
Liberating Structure Social Network Webbing
Social Network Webbing Attribution and in gratitude for being able to share: Liberating Structure developed by Henri Lipmanowicz and Keith McCandless. Inspired by June Holley, network weaver.
An overview of the session Introduction to Social Network Webbing Chance to practice Invitations for further reflection
What does Social Network Mapping make possible? Social Network Webbing quickly illuminates for a whole group what resources are hidden within their existing network of relationships and what steps to take for tapping those resources. It also makes it easy to identify opportunities for building stronger connections as well as new ones. The inclusive approach makes the network visible and understandable to everybody in the group simultaneously. It encourages individuals to take the initiative for building a stronger network rather than receiving directions through top-down assignments. Informal or loose connections even your friends friends are tapped in a way that can have a powerful influence on progress without detailed planning and big investments.
Social Network Webbing For detailed information on the liberating structure Social Network Webbing please visit https://www.liberatingstructures.com/23-social- network-webbing/
For a hospital core team working to engage everyone in preventing the spread of infections Examples of where you may use this For a group of Lean coaches to informally spread skills and methods among frontline staff For middle managers in a financial organization to develop prototypes and launch new products in multiple markets For provincial government leaders translating policy-to-practice initiatives across diverse settings For expanding the use of a new technology, the early adopters gathered and mapped out their network to identify potential new users
Time to practice
Time to reflect
Three invitations Consider ideas of how you can map your current network Reflect on how you currently identify who is missing What are the next steps which have value for you?
