Net Work Shop For Network Creation

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  • The Strength of Weak Ties, Mark Granovetter’s research published in 1972, shows that weak ties may be more important than strong ties in certain circumstances, for instance, when you are looking for a job.
  • From: Net Gains

Transcript

  • 1. Net Work:Building and Sustaining a Network
    Patti Anklam
    June 24, 2009
    A NetWorkShop
  • 2. Outline for the Day
  • 3. Goals
    Prepare you to launch an apprenticeship network
    Understanding networks
    Using collaborative tools
    Setting up for success
  • 4. About Networks
  • 5. Networking is about making and leveraging personal connections
    How I got here today: I met Beth Kanter via John Smith, whom I know from CPsquare. Beth and I connected at a workshop for Rare Conversation. She then referred me to you, the client.
  • 6. Net Work is about identifying, creating, and sustaining networks
  • 7. What is a network?
    “An interwoven or interrelated number of things…”
  • 8. Your networks
    Groups and organizations that you belong to
    Formal networks
    Informal networks
    The individuals you interact with, have relationships with, and to whom you can reach out
    8
  • 9. Formal networks
    Often centralized or hierarchical
    Fixed relationships
    Defined patterns of information flow
    9
  • 10. Informal networks
    “How work gets done”
    Key people exchange ideasand pass information
    Drive social capital
    10
  • 11. History of the Network Perspective
    New York Times, April 3, 1933
  • 12. 1967: Six Degrees of Separation
    Omaha
    Boston
    Stanley Milgram, Yale University
  • 13. The new science of networks
    Beginning in the 1990’s computer science made it possible to map and analyze large networks
    Beginning in 2002-2003, the network insights started to become accessible
  • 14. BusinessWeek, February 27, 2006
  • 15. What we learned from the science
    Networks can be drawn
    Relationships (links) among people (nodes) can be analyzed:
    Counted, summed, averaged
    Grouped, segmented
    Patterns matter
    11%
    2.581
  • 16. The network view provides access to understanding a network’s properties
  • 20. Network Properties: Purpose
    Aid and support people, environment
    Create economic gain for stakeholders
    Practice-focused learning and personal development
    Generate and collaborate in creating and using ideas
    Nurture emotional and affiliative relationships
    17
  • 21. Purpose drives the design factors
    What networks are you in?
    What would these look like if you drew them?
    What do the leadership models look like for these?
    What roles do you play in each of them?
    What value do you receive from them?
    What value does the network itself produce?
  • 22. Your Networks
  • 23. Network Properties: Structure
    Hub and Spoke: Starting Context
    Random Connections: Discoverable
    Hierarchy: Command and Control
    Stovepipes
    Core/Periphery: Healthy End State
    Heterarchy: Teams
  • 24. The structure changes as the network grows
    Hub & Spoke
    Scattered Clusters
    Core/Periphery
    Multi-hub Small World
    Source: Valdis Krebs
  • 25. Structure of Ties
    Strong ties:
    Close, frequent
    Reciprocal
    Weak ties
    Infrequent interaction
    No emotional connection
    Absent ties
    No personal connection beyond “nodding”
  • 26. Patterns of Individual Roles
    Peripheral specialists
    Information broker
    Central connector
    Influencer
    23
  • 27. Different structures for different types of work
    24
  • 28. Network Properties: Style
    • What are members like?
    • 29. How does it “feel” to be in the network?
    • 30. How does it engage its members?
    • 31. How is it led?
  • Locus: Place, Space, and Pace
    Physical place
    Campaign events bring the networks into a physical place
    Virtual space
    Internet interactions, collaboration spaces, email conversations, etc.
    Pace
    Frequency of interactions in the network
  • 32. Culture
    Core values, shared values
    Trust and reciprocity
    Transparency
    Shared symbols, rituals, language
    Appropriate to the current culture and norms
    27
  • 33. Types of interaction
    Transactional
    Exchange of explicit information
    Driven by action, tasks, commitments
    Knowledge-based
    Structured in a learning network
    Implicit sharing
    Personal
    Developing stronger ties by sharing information about yourself
  • 34. Style orientations
    Network
    Individual
    Top-down
    Emergent
    Collaboration
    Connection
    Closed
    Open
    Outcome
    Discovery
    Transaction
    Knowledge
    Tangible
    Intangible
  • 35. Network Properties: Value
    • What value is associated with the network’s purpose?
    • 36. WII-FM (“What’s in it for me?”)
    • 37. Connections?
    • 38. Knowledge?
    • 39. Competencies?
    • 40. Resources?
    • 41. Something else?
    • 42. How does value flow within the network?
  • Ways to think about 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.
  • 43. Summary
    You can characterize networks by looking at purpose, structure, style, and value properties
    Creating and sustaining successful networks means paying attention to all of these attributes
  • 44. Personal Networks
  • 45. Your personal (“ego”) network
    You and the people you are connected to
    The connections among them
    The people they can connect you to
  • 46. Personal network activities
    Create and sustaining relationships
    Asking for help
    Helping when asked
    Creating ties and links – making introductions
    What are the ways that you sustain your relationships?
    Purposeful maintenance
    Looking for effective structure
    Watching for diversity
  • 47. Effective personal networks
    Dunbar’s number: 150
    Your network
    Family & close friends
    Work colleagues
    Activity friends
    You can map your personal network
    36
  • 48. Exercise: Mapping Your “Ego” Network
  • 49. Views of the personal network
    Composition
    Role(s)
    Position
    Leader
    Sponsor
    Leader
    Core member
    Active participant
    Peripheral member
  • 50. The sum of your personal networks…
    Contributes to the overall success of the Apprenticeship network
    How can you leverage your existing relationships and bring them into the network?
    Are you a broker? Able to make connections?
    Are you good at keeping a group “on the same page”?
    Do you contribute expertise when called on?
    Do you pass information across group boundaries?
  • 51. Tools for Net Work
  • 52. Tools for Net Work
    Design
    Purpose, structure, style, and value
    Examination
    Assessments, surveys, interviews
    Organizational network analysis
    Value network analysis
    Complex sensemaking
    Transition
    Shift purpose, structure, style, value
  • 53. Design a network
    Purpose
    Structure
    Style
    Value
    Charter
    42
  • 54. Using a map to design a network
    New England Healthcare Institute (NEHI)
    Transformation of healthcare
    Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
    Healthy interpersonalnetworks was a happyside effect
  • 55. Tools for Examination: ONA
    Organizational network analysis (ONA)
    Often referred to by more generic term, SNA (social network analysis), an emerging competency among businesses and nonprofits
    View of personal interactions among individuals
    A senior VP, the VPs reporting to him, and their reports understood when they saw this map of their interaction frequency, that they were not as collaborative as they prided themselves on being.
  • 56. Methodology for ONA – “Full” Network
    Understand the context
    Collect data – surveys, interviews
    Analysis
    Visual
    Mathematical
    Interpretation
    Action
    • Colors indicate geographic regions
    • 57. #25 is the network leader
    • 58. #14 is due to retire next year
  • Tools for examination: VNA
    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.
  • 59. Tangible exchanges represent deliverables
    Technology
    Companies
    Coaching
    Funders
    Hardware
    Course
    Funding
    Funding
    Materials
    Software
    Curriculum
    Program
    IT
    Fulfillment
    Instruction
    Literacy
    Project
    Educators
    Classes
    Time
    Venue
    Skills
    Equipment
    Class
    Students
    Salary
    Materials
    Report
    Program
    Planning
    Funding for
    Report
    School
    Salaries
    District
    Program
    GREEN = Tangibles
    Planning
  • 60. Intangible exchanges reflect richer sources of value
    GREEN = Tangibles
    BLUE = Intangibles
  • 61. The Life Cycle of Networks
  • 62. Managing Networks
    You can’t manage a network, you can only manage its context
    Slight alterations in the structure can create significant change over time
    Look for “safe-fail”experiments
  • 63. Lunch Topic:
    Talk about a successful network that you are part of.
    Why do you think it’s successful?
    What lessons would you take from it?
  • 64. ApprenticeShip NetworkSocial Network Map
  • 65. The Sum of your Personal Networks
  • 66. The Value Network
  • 67. Value Network Analysis Process
    Identify the network
    Identify the participants
    Understand the roles
    Distinguish tangible and intangible
  • 68. Technologies for Net Work
  • 69. Let’s talk technology: LinkedIn
  • 70. Living life online: Facebook
  • 71. Constant conversation:Twitter
  • 72. Social Media – What’s the Point?
    Maintain relationships
    Situational awareness
    Daily or weekly travel or whereabouts
    Significant changes
    Hear about ideas, resources you might not be seeking out but that are relevant to you
    Obtaining personal insights into professional colleagues leads to more trusting relationships
    Making explicit new connections as you see the need
  • 73. Collaboration Spaces
    “Corporate” heavyweights:
    Microsoft SharePoint
    Lotus SamePlace
    Software “in the cloud”
    Ning
    Groupsite
    Huddle
  • 74. Collaboration Platforms – Ning
  • 75. Making it Work
  • 76. Step 1: Making What Work?
    Be clear on the purpose
    Connect?
    Collaborate?
    Connect and Collaborate?
    Members
    Who’s in the map? Who should be on the map?
    What are the online tasks and engagements
  • 77. Step 2: Create Scenarios
    What are the specific ways that users will collaborate?
    What “objects” will they collaborate with?
    Pages
    Files
    Discussions
    How do the exchanges in the value network map actually happen?
  • 78. Exercise: Scenario Seeking
    Think of a work collaboration “event”
    You wanted to share a document
    You needed something from someone
    You wanted to work with someone
    You wanted comments on a plan or a document
    You wanted ideas
    What happened?
    Tell it to your neighbor
    Neighbor: take notes
    Switch
    Note takers report back highlights. What did you hear?
  • 79. Scenarios determine requirements
  • 80. Step 3. Match needs to available tools
  • 81. Free tools have limits
    Support only if you pay for it
    All require some kind of upgrade to
    Remove the ads
    Add your own logo, special look and feel
    Storage maximum:
    Groupsite: 25MB free for files, then $9/mo for up to 3GB
    Huddle: 1GB free, then $10/mo for up to 2.5GB
    Ning: 10GB free, then 9.95/month for 10GB more
  • 82. Step 4. Assign Roles
  • 83. Step 5. Pilot a space
    Identify the steward
    Bring a small number of people into the space
    Populate the space
    Files
    Discussions
    Events
    Lessons learned
    Is the file folder structure ok?
    Do people need more training?
    What will make it successful?
  • 84. Tips for Success with Online Groups
    Everyone is clear on the purpose
    Roles and responsibilities are clearly defined
    “How to”s for scenarios are clearly documented
    Everyone who needs help learning and getting used to the tool should have the help they need
    There must be an active steward whose job it is to keep the community active
    Listen to what members say and make changes when you need to
    Make sure the content is valuable to the members
    Put things in the space that people cannot get elsewhere
  • 85. It’s Connection AND Collaboration
    Keep weaving the net
    Engage members who are not using the space
    What’s in the way?
    How can you help?
  • 86. Ways to improve connections
  • 87. Patti AnklamNow offering NetWorkShopspatti@pattianklam.comhttp://pattianklam.com/
    Blogs:
    http://www.byeday.net/weblog/networkblog.html
    http://www.theappgap.com/?author_name=panklam
    Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007
    Thank You!