Experienced knowledge network leaders that we interviewed endeavored to create a consistency between structures (such as operating model, charter and technologies) and strategy (such as purpose, network composition and learning context). They used visible performance information and incentives (such as reputation, recognition and sense of belonging) to inspire, motivate and redirect the behaviors of the members. We identified eight design dimensions of knowledge networks. (See “The Eight Design Dimensions of Knowledge Networks.”) The following eight dimensions cover the spectrum — from negotiating leadership to chartering, operating and adapting the network to changes in the social, economic, technical and political environment. (See “Knowledge Network Design Questions to Consider” for the questions to ask about each design dimension.)