This may sound like belaboring the obvious. Of course the network is not a person; yet how many of us have heard people say things like, "The community is passionate about XYZ," or "our network needs to be in closer communication," or "we can mobilize the network/community to overturn Proposition XYZ."
We speak of the network as if it had a single mind and a unified purpose; as if it were a single entity that could be steered and persuaded. Perhaps this reductionism happens because, in truth, a network is highly complex and fluid and not at all easy to understand, much less maneuver. It is easier to conceptualize and respond to a "one" rather than a "many."
The risk in doing so, however, is that one begins to absorb the language and to operate as if "network as person" were true. How many emails have you received from organizations that want your support and money that you know are identical to the emails the organization sent to five thousand other people? The organization assumes that if it is articulate enough, broad enough in its message, and offends no one in "the community," it will earn enough of the desired support.
This may be true. But how much more effective could the organization be if it first understood that while the network or community has some properties (e.g. purpose, boundaries, members, etc.), it is an aggregate of individuals, each with her own unique order of interests and priorities, time availability, talent, and other sets of networks of which she is part. One person may be swayed by personal interest stories, while another may hit the delete key immediately. One person may be able to volunteer time right now, while another is booked solid for the next three months. One person may have leadership abilities, while another prefers to be a good follower.
If the organization approaches this diverse, mutable, fluid, complex network with a one-size-fits-all approach, opportunities will be lost, and potential supporters will turn their attention elsewhere. To work with a network, you have to pay attention to both the whole and the parts. You need to be able to see overarching patterns, especially ones that relate to the health and vitality of the network, while also keeping in close contact with individuals and understanding their preferences and challenges.