## Metadata - Author: [[David Ehrlichman]] - Full Title: Impact Networks - Category: #books ## Highlights - Collaboration (as we talk about it) is not forced or coerced. It requires you to give up control. And because it’s not predetermined, it requires you to give up certainty. ([Location 198](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=198)) - While much energy is directed to make the individual parts of any system more effective, people often overlook the opportunity to strengthen the system as a whole through the webs of relationships that tie it together. It is quite common, for instance, for foundations to invest tremendous resources in individual organizations—and expect them to create an outsized impact—without investing in the collaborative infrastructure that allows multiple organizations to combine their efforts in powerful ways. ([Location 445](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=445)) - When the organizing structure is predefined and inflexible, there is little room for collective discovery, spontaneous collaboration, and unforeseen innovation. Hierarchies are good at achieving the specific ends they were set up to achieve, but they are not well suited to addressing complex issues that have no readily apparent solution. ([Location 528](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=528)) - Tags: [[blue]] - In many cases, it’s not possible or wise to get rid of an existing hierarchical structure. Hierarchies exist for a reason. They are predictable and reliable, and they’re very good at executing strategies when it’s clear what needs to be done. So, rather than changing their internal structure, some organizations have supported networks to work alongside the existing hierarchy. As described earlier, impact networks are particularly well suited to addressing complex or systemic issues that don’t have a clear solution and for pursuing opportunities that require greater levels of collaboration between sites or departments, or with external stakeholders. ([Location 539](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=539)) - Hierarchical leadership is directive and consolidates control. Power is centralized and is to be sought or guarded. In contrast, network leadership is facilitative, generating connections between others and decentralizing power such that people can organize without a top leader. While hierarchical leaders focus on the quantity and quality of their own relationships with others, network leaders focus on increasing the quantity and quality of relationships between others. ([Location 603](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=603)) - Impact networks are a viable approach when two conditions are met: (1) you face a complex issue that you can’t solve on your own, and (2) greater levels of connectivity are needed between individuals and/or organizations to address the issue. ([Location 649](https://readwise.io/to_kindle?action=open&asin=B08ZNVWZLH&location=649))