ABSTRACT
Leader must be clear about what story, phenomenon of concern or network of interests is concerned to decide what stakeholders to invite. The connected learning spaces are infrastructure to help develop the story that is shared by those who engage. Network leaders must put in place the learning spaces and feedback loops. They must also make the whole system clear to its members. Networks can prevent overload by creating gate-keeping roles like the journal editors. Conversely, ongoing conversations between people who care about an issue can develop the conditions. Coalitions of interest can test out ideas and feed progress back at a later stage. Individuals move between the spaces causing dynamic and organic change in overall shape of the mass of people, all adapting to each other. Important occupational health issues were identified, practitioners improved their skills at occupational health and a number of campaigns produced tangible successes.
