Wednesday, November 9, 2016

A Call for the Networked Resistance

It’s a rainy day in D.C. after a shocking election. “Upset” doesn’t seem like a big enough word to characterize what has happened. As we struggle with the outcome, the Netcentric Campaigns team has shed tears and hugged. We share the grief and fear along with millions of others — not just because of the outcome of this election, but that it suggests that the central values of our country are threatened. One implication of this election is that we are NOT an America centered around inclusion, safety, civility and mutual respect. As we grieve and worry, let’s also get angry as the implications of this election sink in. And let’s gear up to resist.

We have woken up to a shift in power that will transform Congress, the White House and the Supreme Court. The promises made for the first 100 days of this new presidency include ferocious attacks on the marginalized — all to the benefit of those most privileged, powerful and wealthy.

We know some of the top priorities include:
  • Deport millions of people who lack documentation to work legally in this country.
  • Build a national database of immigrants indicating religion and ethnicity.
  • Fire up coal plants, lift restrictions on oil and gas production and increase the federal support of national infrastructure projects for fossil fuels.
  • Cancel all federal funding to Sanctuary Cities.
  • Disavow the historic work by the United Nations to address climate change.
  • Repeal the Affordable Care Act, putting at risk millions who for the first time in their lives could go to the doctor with health insurance.

There is no strategy to fight all these initiatives head-to-head with the traditional approach of building unified focus on each issue, one-by-one, or within centralized coalitions. Those championing this destructive agenda will use the considerable power they have grabbed to pick the battles where they can win fast, where opposition is weakest and the timing is strategic for maximum impact.  

If we care about protecting the most vulnerable and the planet, we must unleash a PEOPLE-POWERED networked resistance. We must rapidly build connections across the spectrum, across issues and borders, and then unleash the power of a broad, inclusive people-powered network just as quickly.

While organizing such a rapid resistance network is hard and complex, it is far from impossible or beyond the talent and financial resources of those that care about justice, environment, climate, public health, safety and peace. The people are there, outraged and motivated. And the expertise to effectively resist is there among tens of millions. What we need now is to amplify the power of millions in a different way, through a network. We must harness the anger, outrage and frustrations that many of us are experiencing today to build the resistance to come at this terrifying agenda from many angles, in unpredictable ways… and then fight off the worst.

This flash and underground distributed resistance through a network approach is how we can face down overwhelming institutional power.

What’s more, it is our duty to continue to resist for and with the next generation. The map of voting from people ages 18 to 25 speaks volumes about the future we have to fight for. Sixty million need strong community ties, many creative ways to collaborate and fresh models of thought for resistance.

If there is one CLEAR lesson from the data it is that the shift of 2016 is driven and supported by a demographic that is aging out of the American landscape. The future of America is clearly a liberal, diverse and passionately inclusive future. We just need to hold the resistance and exhaust the worst in power as we look toward and create a brighter day.  

We’re not giving in. We will resist.

In solidarity,
Dawn Arteaga
Horacio Carreño-García
Prarthana Gurung
Marty Kearns
Katrina Ledbetter
Anne McCaw

Friday, October 28, 2016

The Role of Networks During the Zombie Apocolypse

The year is 2021. Zombies have overtaken earth.

The team at Netcentric Campaigns is prepared because we know we need to build seven elements to survive.

Flickr User Jeff Prouse
Most people don’t have this advantage. If you do any regular Google search of “how to survive a zombie apocalypse,” you’ll see lots of advice, but it all centers on the things YOU need to do as an individual or for your immediate family. But what we as network geeks know is that in this situation focusing just on your own needs is a guaranteed way to be zombie dinner by day three.

So what do you really need to need to be prepared for the zombie apocalypse?

Here’s our play-by-play...

Unite behind a Shared Vision: This should be easy to come to. We are interested in survival. And we know we can't do it alone.

Find the right Actors: This is where our long belief in the power on the edges really comes to play. The people who have been predicting this outcome for years will now be at the center of the action, helping with the strategic offensive against the zombie plus basic survival tactics. We will need supporters who are willing to stand on the front lines and protect others. We will need peacemakers to keep spirits high when we are huddled in confined spaces for long periods of time. And we will need a strong operations team that is actively ensuring the network's systems adapt and improve on the go and can withstand whatever the zombies may try to throw at them.

Get to work on a flat communications grid: Our one-to-many and one-to-one tools need to withstand zombie surveillance and power outages. When the power grid crashes, we’ll need to be creative. We will soon know which breed of falcon delivers messages most reliably. Or how to mobilize the bike messenger community to utilize their existing network to service the rest of the population.

Next, make sure nimble feedback mechanisms are in place:  This is going to be essential for survival -- for example, what tactics have people used to hide from the zombies? Which scents turn the zombies off? Which weapons are most effective at fighting off the zombies? Where are the hiding places that the zombies don’t know about yet? Where are the food supplies that haven’t yet been depleted? These are all questions we will need to be able to answer, and fast. With strong feedback mechanisms we’ll all be able to adapt our tactics on-the-go to be sure we evade our brains becoming breakfast.

Actively hone a common language: Efficiency will probably be key in life-or-death moments so we will need to develop a lot of short-hand for our interactions. Think DC’s love of acronyms on steroids. This is also where the element of feedback comes into play -- we’ll need to hear from the ground how the zombies communicate, and use that information as a way to strategize.

Set the stage for active resource sharing: We will be counting on each other for basic survival; so pooling skills will be as important as protecting the water source. By identifying different strengths of different actors, pooling everyone’s skills, talents, experiences, experiences and abilities will not just lead to a collective bank of important shared resources, but also strengthen social ties. Building shared resources will also be integral to creating the most efficient system of survival since resources will definitely be scarce, and we will need to work together to save one another unnecessary expenses.

Continually find opportunities to build trust and social ties: Who can you trust to NOT offer you up as food to the zombies at their first opportunity? Who can you count on to protect your children? You can guarantee that the social ties you’ve been building for a lifetime will be put to the ultimate test. Survival will depend on trust between the survivors.

These are all things that we think about.

Zombies, we’re ready for you.

Special Thanks to Zombie Experts: Horacio Carreno-Garcia, Prarthana Gurung, Katrina Ledbetter

Sources: Movies: Zombieland, Dawn of the Dead, 28 Days Later, Shaun of the Dead; Articles: CDC Preparedness 101, Zombie Preparedness - FEMA, Zombieland Rules; Classes: REI Zombie Preparedness Class.

Thursday, September 1, 2016

What I Did This Summer: The Netcentric Campaigns Edition

As my kids share their “what I did this summer” stories, I didn’t want to be left out! So here’s a list of my top five favorite things Netcentric Campaigns did over the last few months.

We’ve been busy:

  1. Training network managers in best practices for ensuring networks produce action beyond conversation. In the last year we have done this for staff managing networks for foundations, think tanks and nonprofits in the U.S., U.K., Netherlands and beyond.
  2. Providing strategic guidance and developing pilot programs for existing networks to encourage new ways to drive action, build capacity of networks, and support advocacy. For example, the Chesapeake Bay Funders Network hired us to pilot a collaborative network campaign process. The pilot demonstrated how they could work together as a network to advance grassroots advocacy campaigns, sharing lists and producing much bigger impacts than they could on their own.
  3. Designing new networks. We are currently working with a U.S. foundation to build stronger connections and advocacy among Indigenous women working on violence against women and violence against earth, as well as cultural expression, language and historic trauma. We are starting with network analysis and are excited to see where this project leads -- and the impact that can come from more women bonding closer together.
  4. Producing new literature and guidance for network thinkers across philanthropy. This year we produced a field guide for network managers at one foundation, customized to the needs and questions shared with us from more than 30 staff managing grants supporting networks. This field guide also included an analysis of network giving at the 40 largest U.S. foundations and in-depth conversations with network thinkers at several of those foundations to better understand the policies and practices employed by network managers across philanthropy.
  5. Building networks: This marks the third year of Halt the Harm network, which works to expand and strengthen the base of leaders in the movement of people working to halt the harms caused by fracking. We currently offer eight services for these leaders to facilitate collaboration among them to solve problems, share ideas and inspire each other. Our latest campaign, Raising Resistance, is featuring the stories of leaders who have been targeted by industry intimidation and garnering a support network of people who are standing with them.

Want to hear more? You can connect with me here: Email, Twitter, LinkedIn

Thursday, March 24, 2016

We Can't All Be Pilots

I was flying on a tiny shuttle plane from DC to Atlanta. We were running 40 minutes late and I only had an hour-long window before a presentation (the sole purpose of the trip.) The pilot announced we were beginning our initial descent into Atlanta.

“Phew!” I thought. I would make the meeting.

Then, an unsettling amount of time later when we were still above clouds, the pilot abruptly announced, “We are being diverted to Huntsville, Alabama.” End of announcement.

Passengers pushed call buttons. One flight attendant hurriedly walked from one end of the plane to another without stopping to talk.

Then, an announcement from the flight attendant: “Passengers, the pilot has asked me to take a vote. Would you rather be diverted to Huntsville or Nashville?” – silence – “Please press your call button if you would prefer Huntsville.” A pause. Two call buttons light up.

What? I look around.

Then, mutiny.

My fellow passengers ruthlessly attack the two flight attendants who were unluckily within earshot. “Is this a prank?” “Are we on TV?” “Never in my life have I heard of such a thing!”

The question I wanted to ask was, “Is the pilot conducting a social experiment in distributed leadership?” I may never know, but if so, his experiment failed for several fairly obvious reasons.
  1. Trust. A plane load of strangers cannot be thrust into a high-stress situation and be expected to function as an effective network. Networks are measured by the strength of the ties between the people in the network. There are seven elements that Netcentric Campaigns analyzes to determine those ties and of them, I’d say this group of people barely had two: Vision (we wanted to finish the flight and get to our destination as soon as possible) and Common Language (we were annoyed to be late and confused by the pilot’s unconventional decision-making process). 

  2. Information. Without enough transparency of information, people in a network will not feel empowered to step up to leadership roles. We did not have one percent of the information the pilot had at his fingertips. My seat mates burst into laughter when the woman across the aisle desperately flipped open the map in her in-flight magazine to try to calculate with her fingers which city would be closer. There was no information hub or feedback mechanism to evaluate the other passengers’ reputations and expertise to determine if anyone on the flight might have more information or expertise we could draw on.

  3. Culture. As passengers on a flight, there is no expectation or protocol in place that you may be entrusted to make critical, time-sensitive decisions that impact everyone on the flight. Instead, you walk in as a passive participant. You know that in order to participate in the culture of the flight, you must trust that the pilot is making smart decisions, is focused and hopefully not on any mind-altering substances.
In the end, the bewildered flight attendants, who clearly didn’t share the pilot’s vision for navigational equity, abandoned the vote and ramped into full damage control mode.

The results from the failed vote were never mentioned again, and we landed in Huntsville. The pilot, perhaps aware of the spectacular failure of his experiment, remained behind his armored door until all the passengers had exited the plane.

Related Reading:

"Vertigo and the Intentional Inhabitant: Leadership in a Connected World," by Bill Traynor

"Distributing Leadership, Promoting Stewardship," by David Nee and Curtis Ogden

"Leading in a Hyperconnected World," by Ben Hecht

"Is this what it takes to be an innovative leader?," by Linda A. Hill

"The Dawn of System Leadership," by Peter Senge, Hal Hamilton and John Kania

"How Organizations Develop Activists: Civic Associations & Leadership in the 21st Century," by Hahrie Han

Monday, August 17, 2015

Multiplayer Missions that Matter: Advocacy, Video Games and Networks

In my personal life, I’m passionate about three things: dogs, advocacy and video games. It’s those last two really have me excited lately, thinking about how I can combine my love of video games with my love of advocacy. It turns out, sometimes the two aren’t so different (though I’m still working on how to include dogs -- I’ll keep you posted).

I’m thrilled to announce a chapter that Marty Kearns and I have written and published in Emerging Research and Trends in Gamification. This chapter is truly a labor of love, and is something we’ve been working on since fall of 2014. Titled “A Framework for Collaboration Among Game Designers and Social Change Makers: Multiplayer Missions that Matter,” it connects the similarities between advocacy networks, gaming networks and video games. It also touches on ideas for how the two sides can learn from each other.

Our hopes are two fold. First, we envision advocates learning how to include gamification techniques in their mobilizations and campaigns to drive engagement. And second, game designers and developers can incorporate lessons from advocacy network building that can help create deeper and stronger connections between players, leading to a more complete and satisfying experience.

After many lunch discussions, hours logged on Steam and lots of research, we came to realize that the Seven Elements that Netcentric has identified as being key to building effective advocacy networks are also present in video games and established video game networks and platforms.

Advocacy network builders and the game industry could benefit from each other’s knowledge. If both game designers and advocates utilize the same framework in their work, it will be easier for each side to understand and learn from the other’s successes or failures, and if game developers and social activists are willing to take a look at each other’s systems – both of which work to connect people together for a common cause – significant advancements could be made in both fields.

I’m excited to hear the feedback on our chapter, and also this framework. Over the next few months our team will be thinking more deeply about how we can use these insights to help both advocacy organizations and game designers.

If you have ideas, we’d love to hear from you. Drop me a line at meredith (at) or comment on this post.

Friday, May 29, 2015

Netcentric Campaigns Celebrates 15 Years: The Big Finale

We have had an excellent time celebrating our 15th birthday with all of you. To cap an excellent month of birthday celebrations, we sat down with our president, Marty Kearns, for an interview. Here's to the next 15 years!

Friday, May 22, 2015

Where were you in 2000?

As part of our birthday month bash, we thought it would be fun to see where our staff were 15 years ago when Netcentric was born. Enjoy this week’s day-late (and admittedly slightly embarrassing) #tbt, the staff flashback!

Bobbi Russell (left) our Chief Operating Officer, Marty Kearns (right) our President, and former staff member Carl Coryell-Martin (center) were hiking Old Rag Mountain in Virginia.

Dawn Arteaga (left), Director of Digital Strategy, was enjoying time hanging out with her friends.

Chris Casey, Director of Digital Strategy, was working on Hillary Clinton’s U.S. Senate campaign website.

Meredith Wise, Digital Communications Strategist, was having fun at Epcot with her dad.

Prarthana Gurung, Digital Campaign Coordinator, was celebrating her 10th birthday.


Donna Munoz, our Director of Finance and Administration, was enjoying spending time with her daughter, Isabel.


Katrina Ledbetter, our Operations and Program Coordinator was enjoying some quality family time with her new headphones.

Zach Brooks, our Digital Campaign Manager, was already rooting for his favorite team!

And Horacio Carreño-Garcia, our Office Assistant, was enjoying his birthday cake by having his family cover him in it.

We hope you enjoyed this flashback! Feel free to share your own pictures from 15 years ago with us on Twitter using #hbdNC15!