With the 2003 UNESCO Convention adopted as a normative tool and essentially a basis to build ICH international cooperation, further attention was driven to a question of building functioning and sustainable ICH networks. In most cases networks do have more or less defined rules of the game, to which all the members agree when joining and acting as members. In this regard, the purpose a network was created for, its mission and the objectives set are the primary considerations. We will see that some networks tend to have more clearly identified obligations and duties for the members while others are more flexible and offer higher degree of freedom. Joining a network on the other had offer certain benefits that differ depending on the nature of a network, and its objectives. Researchers identify three types of networking: operational, personal, and strategic. While operational networks are normally employed to have the job done efficiently, personal networks aim at personal and professional development through external contacts and are oriented to future potential interests. Strategic networks in turn are both external and internal and are needed to identify future priorities and challenges and making stakeholders support them. Although operational, personal, and strategic networks are not mutually exclusive, to maximize efficiency effective leaders learn employing networks for strategic purposes.

Moderator to Participants: Thank you very much for your thoughtful presentations. Now, I’d like to open the discussion session with the panelists. I would like to ask you three important questions. How can we re-enforce the role of intangible cultural heritage in the framework of the Silk Roads? What kind of lessons have learned thus far? What what is the most important movement of intangible cultural heritage in the frame work of the Silk Roads? So gentlemen you have the floor.