Task I - Current Networks

In an article for the Harvard Business Review, Linda Hill and Kent Lineback discuss the idea that we all need three networks to be successful - operational, developmental and strategic. I have applied this theory to myself to help me consider whether or not I am getting everything I need from my networks to be successful in my professional practice.

Operational Network

My operational network consists of the teachers I work alongside. I depend on another teacher to train the students well in the lower dance grades so that they have the foundations required to learn more complex movements when they reach the higher grades with myself. We mutually rely on one another to work towards deadlines, ensuring that we both prepare our classes for the same exam/show dates so that these events can happen.

I also consider my students and their parents a part of my operational network in that I simply do not have a job without students to teach. Also much of what I do is due to their demands/expectations. Parents may choose our dance school because of the exams or performance opportunities offered so it is up to me to train, choreograph and prepare students for these events.

Developmental Network

My developmental network consists of the dance teachers I have trained and worked with and also my ISTD tutors. We are able to offer advice and put each other in contact with people, e.g. potential employers, others who may be looking for similar training opportunities. One of the key members of my developmental network is the Principle of the dance school I teach at. She was an invaluable source of knowledge, encouragement and support throughout my teenage years and training as a dance teacher. We benefited mutually when I gained my first qualifications as she was able to create a teaching position for me, which also allowed her school to expand with non-syllabus classes added to the timetable. Through discussion with two young teachers I trained with I have realised that this relationship has changed in recent years. I give a lot of hours to extra show rehearsals, exam coaching and other charity events for no pay and no apparent benefit. A developmental network should do what it says - offer opportunities/new connections to develop my professional practice. I still see this relationship as important to me but perhaps this is because of the familiarity and 'safety' it offers. I need to consider that this connection may not be an effective part of my developmental network anymore.

Strategic Network

I struggled to identify who forms my strategic network at first, which immediately tells me that I do not spend enough time thinking about or working on it. Hill and Lineback tell us that our strategic network will not develop naturally like our operational and developmental networks. I don't think is strictly true as I see some overlap between my developmental and strategic networks. I understand both to be about looking to the future -  what I need to develop my professional practice and how to do so. On this line of thought, I decided that the teachers I trained with and my ISTD tutors must be important members of my strategic network. A disadvantage of having such a large overlap is that it limits the experience and variety within my networks overall.

Conclusion

Looking at my current networks this way I notice that my strategic network is limited and requires some development. Connecting with students from different backgrounds on this BAPP course is a step in the right direction but I think I need to make contact and utilise these connections more to really benefit. As well as what is missing, I have also noticed what is present but perhaps not as effective. My next step is to think about what to do about these less efficient connections. Keep them as they are whilst they still provide some stability/security? Try to return them to their former benefit? Cut these connections and create new ones in their place?