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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!