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
  • Net Work Shop For Network Creation

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