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Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
Net work creating and sustaining successful networks
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Net work creating and sustaining successful networks

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  • Abstract as advertised:The locus of knowledge has shifted over the past 15 years of “KM” – from being in “stuff” (artifacts, content management systems), to being in people (communities of practice, collaboration systems), to being in the network (constantly alive and moving around us, available directly and peripherally from our friends, colleagues, co-workers, and those we following on Twitter).  How we maintain and grow our personal networks – our personal net work – is a critical part of “personal knowledge management.”  Patti will put personal networks in context and then review practical techniques for maintaining personal networks.
  • Before talking about personal networks and knowledge management, I need to share my personal perspectives and on both of these so you can understand my language.
  • In my book, Net Work, I describe a framework for thinking about and talking about networks.http://www.athenryac.com/time-set-goals
  • In one sense I’ve been interested in and creating networks throughout my career, but it wasn’t’ until I was introduced to science of network in the fall of 2000 that may things started to click with me. The fact that there is a tool that lets us map the relationships among people is not novel, but the research that is coming forward that tells us how the structure of a network can predict outcomes and behaviors, that is what is revolutionary. That is what is changing our thinking.
  • Before talking about personal networks and knowledge management, I need to share my personal perspectives and on both of these so you can understand my language.
  • “Everything is fragmented” says Dave Weinberger, and right he is. I don’t know about you, but I leave pieces of myself and what I’m thinking about and collecting all over the place. What Dave, and others who are at the front wave of social media research, are onto is that in this new place, everything hinges on discoverability.If it’s out there, and those who created it made sufficient tracks to enable others to find it, we can find it and put it together in a way that makes sense for us.Meanwhile, it’s just way too much. So what do we do? We rely on our personal networks.
  • http://www.freeplaynetwork.org.uk/playlink/exhibition/Earlier, I said that we can generally identify a network as having a particular core purpose. We participate in these as individuals, and people in these networks make up our personal network. When work is fun, some of those people whom we know from work become our closest personal friends. (I had lunch yesterday with 2 friends I worked with at Digital. We’ve been having lunch together for over 30 years. These are good friends, and we now we just play together.)Now I am going to launch into how we maintain our personal networks in the age of digital networks, but I don’t want to leave you thinking that what I am going to talk about applies only to work networks.
  • Transcript

    • 1. This is Net Work.
      Creating and Sustaining Successful Networks
      Patti Anklam May 6, 2010
    • 2.
      • Themes from Net Work
      • 3. Attributes of networks
      • 4. Tools for net work
      • 5. Networks and leadership
      • 6. Networks and innovation
      • 7. Social media
      • 8. The changing landscape of connectedness
      • 9. Innovation engines
      Agenda
      Patti Anklam May 2010 2
    • 10. Networks and Net Work
    • 11. We live in networks all the time
      Patti Anklam May 2010 4
      • There is science to support the understanding of network structure
      • 12. The structure of a network provides insights into how the network “works”
      • 13. Once you understand the structure, you can make decisions about how to manage the network’s context
    • We live in networks of people
      5
      Source: MWH Global, Vic Gulas
    • 14. Our organizations are linked
      Patti Anklam May 2010 6
      Source: Laurie Lock Lee, http://www.optimice.com.au
    • 15. Ideas are networks
      Patti Anklam May 2010 7
    • 16. The world wide web is vast
      Patti Anklam May 2010 8
      http://www.ics.uci.edu/~wscacchi/Tech-EC/EC-EB/Internet-map.gif
    • 17. Networks in our bodies are miniscule
      Patti Anklam May 2010 9
      http://images.iop.org/objects/phw/world/21/10/31/PWnow1_10-08.jpg
    • 18. What do we notice about these networks?
      Patti Anklam May 2010 10
      • Any set of relationships is a network
      • 19. Person-person
      • 20. Group-group
      • 21. Cross-enterprise
      • 22. Cross-business
      • 23. Information artifacts
      • 24. Web sites
      • 25. Atoms and molecules
      • 26. A network is a collection of entities linked by a type of relationship
      • 27. All networks have common properties and can be analyzed
    • Purpose
      Structure
      Style
      Value
      Properties
    • 28. Cause
      Business
      Idea
      Networks
      Learning
      Family & Personal
      Purpose
      Patti Anklam May 2010 12
    • 29. Your networks
      Patti Anklam May 2010 13
    • 30. Learning Networks
      Patti Anklam May 2010 14
      • Global Professional Associations
      • 31. Face-to-Face Local Groups
      • 32. Mailing lists
      • 33. Online Communities
      • 34. Conferences
    • Core/Periphery
      Hub and Spoke
      Stovepipes (Silos)
      Emergent
      Structure
      15
    • 35. Patterns of network growth
      Patti Anklam May 2010 16
      Emergent
      Hub-and-Spoke
      Multi-hub
      Core Periphery
      Time
      Where most network-building begins
      Source of network maps: Valdis Krebs and June Holley
      Self-sustaining network
    • 36.
      • Team networks
      • 37. Closely knit, focused on purpose
      • 38. Organizational networks
      • 39. Balanced cross-boundary connections
      • 40. Ensure access to expertise where it is needed
      • 41. Strong core
      • 42. Innovation networks
      • 43. Links to external resources
      • 44. Diversity from the periphery
      Structure must support purpose
      Patti Anklam May 2010 17
    • 45. Patterns for different types of work
      18
    • 46. Elements of Style
      Patti Anklam May 2010 19
    • Value
      Patti Anklam May 2010 20
    • 50. Understanding value
      Every
      Network
      Produces
      Value
      Patti Anklam May 2010 21
      ©Truman Company
    • 51. So what is “net work?”
      Patti Anklam May 2010 22
      • Ability to create, examine, and shape a network’s properties
      • 52. Stewardship of the connections in the network
      • 53. Managing the network’s context
    • Why is it important to understand networks?
      Patti Anklam May 2010 23
    • 54. Organizational forms are changing
      Patti Anklam May 2010 24
    • 55. Performance at Work
      Patti Anklam May 2010 25
      In corporations:
      High performers have better networks
      People with better networks stay in their jobs longer
      Network-savvy managers are more likely to be promoted
      People with higher social capital coordinate projectsmore effectively
      Impact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation
      “Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005
      Ron BurtDon Ronchi
    • 56. Quality of Life
      In life:
      People with strong networks have a better chance of full recovery from heart attacks
      We are defined by the networks we are in
      Obesity studies
      Smokers
      The greater our sense of community, the healthier we are
      Patti Anklam May 2010 26
    • 57. Managing Intellectual Assets: Knowledge Management
      Patti Anklam May 2010 27
    • 58. Networks and innovation
      It’s about Capacity:
      Existing capacity – where are the existing pathways?
      Potential capacity – does the environment support the creation of new pathways?
      • Work Practices
      • 59. Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
      • 60. Idea Implementation: leveraging well-connected network members to help design the solution (and implementation) and identify and link to key resources
    • Tools for Net Work
    • 63. Network Design
      Patti Anklam May 2010 30
      • New England Healthcare Institute (NEHI)
      • 64. Transformation of healthcare
      • 65. Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
      • 66. Healthy interpersonalnetworks was a happyside effect
    • Network Discovery
      Patti Anklam May 2010 31
      Many people think that all post-Katrina recovery efforts are fragmented and failing. Although many of the formal organizations are falling over each other, and over the debris that is still in the streets, community networks are self-organizing and emerging in New Orleans and elsewhere in the devastated region …
      http://www.networkweaving.com/blog/2006/09/nola-networks.html
    • 67. Design Elements
      Patti Anklam May 2010 32
      Network
      Individual
      Top-down
      Emergent
      Closed
      Open
      Outcome
      Discovery
      Transaction
      Knowledge
      Tangible
      Intangible
    • 68. Networks Transition
      Patti Anklam May 2010 33
      What drives transition?
      Purpose
      Design
      Grow
      Perform
      Change orTransition
      Completion & Celebration
    • 72. Examination: Organizational Network Analysis
      Patti Anklam May 2010 34
      …a targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker
      … a mathematical and visual analysis of flows / relationships / influence between people, groups, organizations, computers or other information/ knowledge processing entities– Valdis Krebs
    • 73. Examination: Value Network Analysis
      Patti Anklam May 2010 35
      • Value Network Analysis (VNA)
      • 74. Pioneered by Verna Allee, a rich methodology
      • 75. View of the web of relationships that generates economic or social value
      A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.
    • 76. Examination: Complex Sense-making
      Patti Anklam May 2010 36
      • Sensemaking framework – “Cynefin”
      • 77. Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
      • 78. View of the context of a problem or situation as revealed by anecdotes or stories
      Distinguishing among the nature and context of specific events, problems, or potential courses of actions makes it possible to select the appropriate method for moving forward.
    • 79.
      • Conversations for Sensemaking
      • 80. OpenSpace, World Café…
      • 81. Dialog, AI (Appreciative Inquiry)
      • 82. Reformulate the mission/value proposition
      • 83. Change the patterns of the relationships
      • 84. Reposition the network, market to new potential members
      • 85. Make adjustments to place, space, and pace
      • 86. Empower leadership changes
      Tools for Transitions
      Patti Anklam May 2010 37
      There are few new tools, but thinking in network terms alters the way we use the tools at hand
    • 87. Managing in Complexity
      Patti Anklam May 2010 38
      • You can’t manage a network, you can only manage its context
      • 88. Slight alterations in the structure can create significant change over time
      • 89. But you must first lookto understand thecontext
      • 90. All examinations arealso interventions
    • Methods are already to hand
    • 91. net work
      The Leader’s Net Work
      Patti Anklam May 2010 40
    • 95. Weave
      Patti Anklam May 2010 41
      • Close triangles
      • 96. Know the net, knit the net
      • 97. Make introductions
    • Steward
      Patti Anklam May 2010 42
      • Pay attention to change triggers
      • 98. Manage the context
      • 99. Enhance trust
      • 100. Clarify roles and responsibilities
      • 101. Manage complexity
      • 102. Prepare foremergence
      http ://www.gfs.com/en/about-us/stewardship.page
    • 103. “One consistently surprising aspect of social software is that it is impossible to predict in advance all of the social dynamics it will create.” – Clay Shirky
      Embrace Technology
      Patti Anklam May 2010 43
      • Take small steps
      • 104. Practice
      • 105. Find friends to practice with
    • Create Capacity
      Patti Anklam May 2010 44
      • Reward good network behaviors
      • 106. Encourage outreach
      • 107. Bring the outside in
      • 108. Establish and transmit normsfor networking
      • 109. Enhance skills in usingcollaborative networkingtechnologies
      http://www.itu.int/ITU-D/cyb/images/impact/capacity.jpg
    • 110.
      • Remove barriers
      • 111. Enable the culture
      • 112. Change work practices
      • 113. Design the network
      Innovation
      Patti Anklam May 2010 45
    • 114. Barriers
      Patti Anklam May 2010 46
      Fragmentation
      Lack of integration along functional lines
      “Handoff” of ideas rather than joint development
      Process/review inefficiencies
      Domination
      Small number of people hold fast to established model
      Network overly influenced by a few people
      Insularity
      Access to external resources spread across a lot of people (i.e. not just a few people know the external sources)
      Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
    • 115. Practices
      Patti Anklam May 2010 47
      Create network-centric ability to sense and respond
      Network weaving – awareness of who knows what
      Develop an ability to test and refine an opportunity
      Work through people in specific network positions
      Leverage energy
      Ensure that organizational context supports collaboration
      Budget
      Incentives, motivation
      Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
    • 116. Where Networks Live, Now
    • 117. Where these networks live, now
      Personal Networks
      Play
      Work
      49
    • 118. Personal Net Work
      Patti Anklam May 2010 50
      IT’S WHO KNOWS YOU.
      • …and what you know about them
      • 119. …and what they know about you
      • 120. … and what you are learning, together
      • 121. … and how you work at that
    • Social Media Practices
      Leverage technology to discover networks
      Encourage the use of technology
      “Network productivity trumps personal productivity*”
      Patti Anklam May 2010 51
      *Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”, http://www.stoweboyd.com/message/files/flow.pdf
    • 122. Finding and Making Connections
      Patti Anklam May 2010 52
    • Keeping Track/Maintaining Connection
      Patti Anklam May 2010 53
      • Pay attention to change triggers
      • 132. Manage the context
      • 133. Enhance trust
      • 134. Clarify roles and responsibilities
      • 135. Manage complexity
      • 136. Prepare foremergence
      • 137. Family, Friends, Colleagues intermixed
      • 138. Easy to look up “friends in common”
      • 139. Photos and videos engage
      • 140. Easy to acknowledge others
    • Keeping Up
      Patti Anklam May 2010 54
      • A network of ideas
      • 141. Follow who others follow
      • 142. Show people you are listening
      • 143. Be in the flow
    • Tweetdeck filters and focuses
      Patti Anklam May 2010 55
    • 144. Reading Blogs
      Patti Anklam May 2010 56
      • Subscribe to news that interests you
      • 145. Your “daily paper,” customized
      • 146. Organized the way that you want to read
    • Writing Blogs
      Patti Anklam May 2010 57
      • Write about what interests you
      • 147. Think out loud
      • 148. Engage people who may want to share experiences
    • Tagging
      Patti Anklam May 2010 58
    • Social Learning
      Patti Anklam May 2010 59
    • 151. Integrating
      social media into innovation
      processes and practices
      Innovation Engines
      Patti Anklam May 2010 60
    • 152. Innocentive
      Patti Anklam May 2010 61
    • 153. Spigit
      Idea market
      Voting and ranking
      Commenting
      Conversations
      Patti Anklam May 2010 62
    • 154. Net Work =
      http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm
    • 155. A new way to see: The network lens
      You can design a network
      Selecting appropriate elements of purpose and style
      You can examine it
      Looking at its structure, value flow, or relationships
      You can create or respond to change
      By understanding the network’s context and its properties
      Patti Anklam May 2010 64
    • 156. This is Net Work.
      Patti Anklampatti@pattianklam.comhttp://pattianklam.com/
      http://www.twitter.com/panklam
      Blog:http://pattianklam.com/blog
      Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007
      65

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