How to manage problems with your networks

09 Nation building and development

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To make sure your networks give you the best support for your governance, here are some potential problems to watch out for, and some tips for how to address them.

Network governance problem	Tips
Making decisions. Some networks aim to reach consensus decisions—that is, all parties agreeing. But sometimes a single party may disagree, stopping a decision being made or later undermining it.	Clearly identify how decisions are made when consensus cannot be reached. Encourage wide support for and the legitimacy of the decision-making process. Have rules for ‘majority consensus’ and confidentiality to improve implementation.
Becoming complacent. Networks can run the risk of becoming complacent, operating only in their comfort zone. They may also become bureaucratic and inflexible.	Make sure it is someone’s role in the network to seek new opportunities. Arrange informal social and cultural activities. Meet with other groups, communities and organisations to exchange contacts and ideas.
Accountability can become dispersed. Accountability may become more difficult to monitor in large networks because decisions are made at many different points. Large networks are also more likely to lose touch with outlying members.	Make sure that the roles and responsibilities of the different parts of your network are clearly defined and understood. Make sure that the accountability of network participants and processes is clear and agreed to by everyone.
Acquiring new skills. Setting up new partnerships may require entirely new skills and knowledge, or may come up against resistance from the existing network.	Do an internal audit to work out if you have the people with the right skills for the partnership activities. You may need to recruit or connect to people with new skills, contacts and relationships. Share knowledge and plans between existing members by regular open communication. Make partnerships with parties who have a good reputation for strong governance and creative solutions.
Becoming competitive. Networks between groups or organisations with similar functions, memberships and funding sources may become competitive rather than collaborative.	Build trust across your networks—for example, by sharing resources, or by making joint decisions on issues that concern you all. Encourage more open, accurate and easy exchange of information across the network.
Losing control. Leaders and managers risk losing control of their own agenda if key stakeholders in your network—government, non-government organisations or industry groups—have different ideas and priorities.	Analyse the different concerns and issues of each stakeholder and how they are influencing your governance processes and outcomes. Decide what parts of your agenda or goals are non-negotiable, and which you want to collaborate with others on.