Net work creating and sustaining successful networks

This is Net Work.
Creating and Sustaining Successful Networks
Patti Anklam May 6, 2010

Themes from Net Work
Attributes of networks
Tools for net work
Networks and leadership
Networks and innovation
Social media
The changing landscape of connectedness
Innovation engines
Agenda
Patti Anklam May 2010 2

Networks and Net Work

We live in networks all the time
There is science to support the understanding of network structure
The structure of a network provides insights into how the network “works”
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

Our organizations are linked
Source: Laurie Lock Lee, http://www.optimice.com.au

Ideas are networks

The world wide web is vast
http://www.ics.uci.edu/~wscacchi/Tech-EC/EC-EB/Internet-map.gif

Networks in our bodies are miniscule
http://images.iop.org/objects/phw/world/21/10/31/PWnow1_10-08.jpg

What do we notice about these networks?
Any set of relationships is a network
Person-person
Group-group
Cross-enterprise
Cross-business
Information artifacts
Web sites
Atoms and molecules
A network is a collection of entities linked by a type of relationship
All networks have common properties and can be analyzed

Purpose
Structure
Style
Value
Properties

Cause
Business
Idea
Networks
Learning
Family & Personal
Purpose

Your networks

Learning Networks
Global Professional Associations
Face-to-Face Local Groups
Mailing lists
Online Communities
Conferences

Core/Periphery
Hub and Spoke
Stovepipes (Silos)
Emergent
Structure
15

Patterns of network growth
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

Team networks
Closely knit, focused on purpose
Organizational networks
Balanced cross-boundary connections
Ensure access to expertise where it is needed
Strong core
Innovation networks
Links to external resources
Diversity from the periphery
Structure must support purpose

Patterns for different types of work
18

Elements of Style
Place
Space
Pace
Style of interaction

Value

Understanding value
Every
Network
Produces
Value
©Truman Company

So what is “net work?”
Ability to create, examine, and shape a network’s properties
Stewardship of the connections in the network
Managing the network’s context

Why is it important to understand networks?

Organizational forms are changing

Performance at Work
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

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

Managing Intellectual Assets: Knowledge Management

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
Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
Idea Implementation: leveraging well-connected network members to help design the solution (and implementation) and identify and link to key resources

Design
Transition
Examination
Tools for Net Work

Network Design
New England Healthcare Institute (NEHI)
Transformation of healthcare
Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
Healthy interpersonalnetworks was a happyside effect

Network Discovery
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

Design Elements
Network
Individual
Top-down
Emergent
Closed
Open
Outcome
Discovery
Transaction
Knowledge
Tangible
Intangible

Networks Transition
What drives transition?
Plans to reassess
Discovery
Internal change
External events
Purpose
Design
Grow
Perform
Change orTransition
Completion & Celebration

Examination: Organizational Network Analysis
…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

Examination: Value Network Analysis
Value Network Analysis (VNA)
Pioneered by Verna Allee, a rich methodology
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.

Examination: Complex Sense-making
Sensemaking framework – “Cynefin”
Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
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.

Conversations for Sensemaking
OpenSpace, World Café…
Dialog, AI (Appreciative Inquiry)
Reformulate the mission/value proposition
Change the patterns of the relationships
Reposition the network, market to new potential members
Make adjustments to place, space, and pace
Empower leadership changes
Tools for Transitions
There are few new tools, but thinking in network terms alters the way we use the tools at hand

Managing in Complexity
You can’t manage a network, you can only manage its context
Slight alterations in the structure can create significant change over time
But you must first lookto understand thecontext
All examinations arealso interventions

Methods are already to hand

Weave
Steward
Embrace technology
Create the capacity for
net work
The Leader’s Net Work

Weave
Close triangles
Know the net, knit the net
Make introductions

Steward
Pay attention to change triggers
Manage the context
Enhance trust
Clarify roles and responsibilities
Manage complexity
Prepare foremergence
http ://www.gfs.com/en/about-us/stewardship.page

“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
Take small steps
Practice
Find friends to practice with

Create Capacity
Reward good network behaviors
Encourage outreach
Bring the outside in
Establish and transmit normsfor networking
Enhance skills in usingcollaborative networkingtechnologies
http://www.itu.int/ITU-D/cyb/images/impact/capacity.jpg

Remove barriers
Enable the culture
Change work practices
Design the network
Innovation

Barriers
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

Practices
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

Where Networks Live, Now

Where these networks live, now
Personal Networks
Play
Work
49

Personal Net Work
IT’S WHO KNOWS YOU.
…and what you know about them
…and what they know about you
… and what you are learning, together
… and how you work at that

Social Media Practices
Leverage technology to discover networks
Encourage the use of technology
“Network productivity trumps personal productivity*”
*Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”, http://www.stoweboyd.com/message/files/flow.pdf

Finding and Making Connections
Manage the context
Enhance trust
Manage complexity
Research people
Find connections
Make yourself findable
Manage your profile

Keeping Track/Maintaining Connection
Manage the context
Enhance trust
Manage complexity
Family, Friends, Colleagues intermixed
Easy to look up “friends in common”
Photos and videos engage
Easy to acknowledge others

Keeping Up
A network of ideas
Follow who others follow
Show people you are listening
Be in the flow

Tweetdeck filters and focuses

Reading Blogs
Subscribe to news that interests you
Your “daily paper,” customized
Organized the way that you want to read

Writing Blogs
Write about what interests you
Think out loud
Engage people who may want to share experiences

Tagging
Research tool
Find others
Share my learning

Social Learning

Integrating
social media into innovation
processes and practices
Innovation Engines

Innocentive

Spigit
Idea market
Voting and ranking
Commenting
Conversations

Net Work =
http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm

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

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
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Net work creating and sustaining successful networks

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