Regulatory and networks: paradox? How could one node regulate the network? (I am writing about a mesh network, without a clear boundary.
Ownership, who owns the network, who owns the polder? In my region, Holland, long time ago, people had to protect their farms against floods. Everybody, all neighbors, was needed in the project to build a polder with dykes and canals, so everybody had a voice. All farmers owned some land, but nobody owned the polder (the total amount of land and dykes and canals). If you did not want to help to protect the polder, you lost your land.
” … For networks have a structural side, the nature of the links between the nodes, but also a cultural aspect, which is usually encapsulated in the term trust. The glue behind the strong ties of local networks is trust: without trust, networks rarely prosper. …” (Networks, knowledge and innovation, reflections on teacher learning, David H Hargreaves To keep and maintain trust work has to be done, we need peanut butter in networks to maintain trust.
” … professional learning is very often a form of knowledge creation and knowledge transfer, alternatively conceived as … innovation and the dissemination of such innovation. … networks play a vital role in the creation and the transfer of new knowledge and innovation. … “
Leading between, leadership and trust in a network society, Paul Skidmore: “… The trouble is that this increasing interconnectedness does not reduce our requirement for leadership. By creating new and tough problems, and undermining the legitimacy and effectiveness of some of the traditional institutional responses to them, it actively increases it. But the question is what kind of leadership do we need? …” We need attention and encouragement, we need a ‘thank you“, contradiction and disagreement and technical help.
” … The command-and-control form of authority on which most large organisations were built does not tally with the underlying social reality. … ” ” … In Leadership Without Easy Answers, Ronald Heifetz argues that conventional models of leadership confuse it with authority. … “
One could distinguish leadership functions: connecting to people, keeping peace, information functions, making fun, motivating people. In a management culture, we want one person, the manager, the CEO, to show al these qualities or functions. In a network (and in organizations also) these functions are in different nodes. These functions are spread across the network. Some nodes will ask information, other nodes will set rules, etc.