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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.


  • 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
    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
    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
  • 17. Networks in our bodies are miniscule
    Patti Anklam May 2010 9
  • 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
  • 28. Cause
    Family & Personal
    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)
  • 35. Patterns of network growth
    Patti Anklam May 2010 16
    Core Periphery
    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
  • 46. Elements of Style
    Patti Anklam May 2010 19
  • Value
    Patti Anklam May 2010 20
  • 50. Understanding 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
    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 …
  • 67. Design Elements
    Patti Anklam May 2010 32
  • 68. Networks Transition
    Patti Anklam May 2010 33
    What drives transition?
    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
  • 110.
    • Remove barriers
    • 111. Enable the culture
    • 112. Change work practices
    • 113. Design the network
    Patti Anklam May 2010 45
  • 114. Barriers
    Patti Anklam May 2010 46
    Lack of integration along functional lines
    “Handoff” of ideas rather than joint development
    Process/review inefficiencies
    Small number of people hold fast to established model
    Network overly influenced by a few people
    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
    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
  • 118. Personal Net Work
    Patti Anklam May 2010 50
    • …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
    Patti Anklam May 2010 62
  • 154. Net Work =
  • 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/
    Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007