Leveraging Social Networks to Accelerate Change

2009 Midwest Forum on Talent Management Madison, Wisconsin September 25, 2009 Presenter: Maya Townsend, Founder Partnering Resources How Work Really Gets Done Leveraging Social Networks to Accelerate Change

The Point
Companies can change more efficiently,
more effectively,
and
less painfully
by tapping into existing hidden networks.
Image: Partnering Resources

What is a network?

What is a Network? Networks are about movement Computer networks move data from location to location Public transportation networks help people travel in cities The circulatory system carries oxygen and carbon dioxide to and from our cells

The Simplest Work Network Sam knows how to answer the question so Mary connects you to Sam Human networks are also all about movement: The movement of information You have a question You ask Mary at the next desk She doesn’t know the answer and calls Sam for advice Problem solved!

People Form Networks within Teams

More People, More Complexity

When We Work Only With Formal Systems… Jane is at the individual contributor level on the org chart

… We Miss the Networks Jane is a critical connector in this network

Activity: Inside the Network
What is it like to be inside a network? Let’s see!

Qualities of Networks
Healthy networks can…
Adapt quickly to change.
Withstand stress.
Reorganize without significantly affecting productivity.
Diffuse information easily.
Grow quickly.
Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).

The Secret to Managing Networks: Critical Connectors
Identified by Dr. Karen Stephenson
Exist in all networks
Critical Connectors comprise only 5% of the network
Three Critical Connectors
Hubs
Gatekeepers
Pulsetakers
Image: © 2005 NetForm, Inc. Used with permission.

The Hub
Highly and directly connected with many people
Communicate and disseminate knowledge through the organization
Gary Harry Patty Paula

The Gatekeeper
Serve as links between departments, functions, and groups
Act as information gateways
Broker knowledge between critical parts of the organization

The Pulsetaker
Have maximum influence using minimum number of direct contacts
Work through indirect means

It’s Not Just the Grapevine Social Decision-Making Innovation Expertise Improvement

What do networks have to do with change?

Table Discussion
How do informal relationships and information paths affect change initiatives in your organization?
How have informal relationships and information paths helped change efforts in your organization succeed?
How have informal relationships and information paths hindered change efforts ?
Be ready to report out on discussion highlights.

What does the research say about networks and change?

Higher Trust Organizations Earn Greater Returns for Shareholders Data: Watson Wyatt (2002): WorkUSA® 2002. Networks represent trust relationships Healthy networks have greater levels of trust

Information Sharing is Crucial for Growth Data: Cross, Martin, & Weiss, McKinsey Quarterly, 2006. “ Coordination across organizational lines is crucial for growth.” “ Our organization effectively shares knowledge across boundaries.” Percentage of executives in McKinsey poll responding positively to question.

Successful Projects Have Stronger Leadership Networks
93% of completely successful change initiatives were led by people with very strong / strong personal networks
73% of less successful change initiatives were led by people with moderate / weak networks
Data: NEHRA / Partnering Resources study (2009).

What can you do to harness the power of networks on your next change initiative?

Next Steps
Understand the organization’s networks

Next Steps
Build strong personal networks

Next Steps
Leverage networks consciously to support change
Image: Nancy Margulies (www.nancymargulies.com)

Let’s Leverage our Networks!
What stands out as most relevant to your work?
How could network dynamics help your organization?
What questions do you have?
Image: Nancy Margulies (www.nancymargulies.com)

References
Articles & Research
Cross, R., Borgatti, S.P., & Parker, A. (Winter 2002). “Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration.” California Management Review.
Cross, Martin, & Weiss (2006). “Mapping the Value of Employee Collaboration. McKinsey Quarterly .
Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-business.com .
Plastrik & Taylor (2006). “Net Gains: A Handbook for Network Builders.” Available at www.barrfoundation.org/resources/resources_show.htm?doc_id=436179 .
Stephenson, K. (2005). “Trafficking in Trust.” In Enlightened Power (Coughlin, Wingard, & Hollihan, ed.). Available at www.drkaren.us/KS_publications01.htm.
Townsend, M. (2009). “A Failed Succession Story.” Available at www.tinyurl.com/956vfm .
Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at www.partneringresources.com/resources.html.
Evans & Wolf (2005). “Collaboration Rules.” Harvard Business Review.
Watson Wyatt (2002). WorkUSA® 2002. Available at www.watsonwyatt.com/research/resrender.asp?id=ONL011&page=1 .
Books
Anklam, P. (2007). Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World.
Cohen, D. & Prusak, L. (2001). In Good Company: How Social Capital Makes Organizations Work .
Cross, R., & Parker, A. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations.
Local Resource
Stephanie Sobczak, Lunations Consulting, LLC. 608.334.3806

About the Presenter
Founder of management consulting firm Partnering Resources.
Specializes in identifying the hidden web of relationships that drive organization performance and helping leaders reach across the “white spaces” to develop solutions that stick.
Client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, Merrimack Pharmaceutical, and Novartis, as well as public and third sector companies such as Andover / Phillips Academy, Close to Home, National Air and Space Administration, National Braille Press, and Project Harmony.
Teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University.
Published by CIO.Com, Chief Learning Officer , Mass High Tech, and other magazines and journals.
Serves on the Editorial Review Board for OD Practitioner , the premier organization development practitioner journal in the United States.
Likes chocolate a lot.
Contact: 617.395.8396 o maya@partneringresources.com o www.partneringresources.com

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Leveraging Social Networks to Accelerate Change

by Maya Townsend on Sep 22, 2009

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