In an effort to enhance the sustainability of its networking efforts, the Tanzania Early Childhood Development Network (TECDEN) partnered with EASUN to conduct a three-day training workshop for its members across Tanzania. Held in Moshi from 25 – 27th March 2024, the workshop brought together 25 participants representing organizations that share a common commitment to TECDEN’s mission of providing services and advocacy for early childhood development.
Building Leadership Skills and Unifying Values
Participants learnt leadership skills and values essential for sustaining collaboration in networks. EASUN facilitators emphasized the understanding of leadership through the lens of organizational development, particularly in the context of the “Association Phase” of organizational growth. This phase of development is achieved when leaders apply skills that open organizational boundaries and focus on collective value creation through collaboration. The learning processes systematically supported participants in understanding the unifying force for the Association Phase, referred to as “macro-social conscience”—a force driven by enhanced social awareness among all members, with a collective desire to pursue the broader good that the network aims to achieve within the wider community.
Embracing Paradox: A necessary Capacity for Networks
The workshop helped TECDEN recognize that networks face paradox and polarity as they seek to form unity out of varying aspirations of members. Effective management of paradox involves promoting the coexistence of positive aspects of both sides of a polarity. This capacity is enhanced when leaders increase their openness and vulnerability, leading to a dynamic problem-solving approach that builds synergy. A key takeaway from the workshop is the need for networks to balance self-organizing processes with standardized systems and procedures. An excessive focus on self-organization can lead to chaos, hampering cohesive governance and accountability, while too much standardization can entangle networks in bureaucratic rigidity. Both orientations are essential for networking effectiveness. Self-organization enhances participatory decision-making, generating motivation, creativity, and collective growth. Systems and standardized procedures, on the other hand, facilitate efficient coordination, which is necessary for the effective functioning of any network.
Creating a Polarity Map
A core aspect of the workshop was the creation of a “polarity map” to make TECDEN more adaptable to the changing and sometimes conflicting demands of the networking environment. The polarity map construction involved two major analytical processes:
- Identifying the advantages of both standardization and self-organization as essential practices in managing a network. Embracing the advantages of both sides was intended to lead to a Sustainable Association.
- Identifying and remaining conscious of the risks of leaning too much on one side or the other. This will help TECDEN avoid alienation of members and fragmentation within the network.
One participant noted at the end of the polarity mapping exercise: “Working consciously to maximize the benefits of both is key to ensuring organizational development and sustainability of the network.”
