1.
Leadership and Change management
Master Information Management 28
Lecture 3; Leadership and social
networks
Prof. Frank Willems, Quint Wellington Redwood and
Hanze University of Applied Sciences
Tilburg, 25 September 2014
Voettekst van presentatie

2.
Agenda
Recap on
•Basic principles of Change Management
•TheoryU and Social Networking theory as framework for Leadership
•Theory about Lean thinking as a method for improving Leadership skills and
strategy deployment
•Lean A3 thinking
Homework outcome
•Experience in solving cases with A3 thinking with your personal practice
New Theory
•Social networking analysis
•Social media and data analysis
•New view on leadership
2

3.
Recap
3

4.
What’s the problem?
4
CIO skills deliver suboptimal results
Underdeveloped people leadership constrains results
• Strategy development
• Planning; budgeting
• Demand management; project
• Strategy development
• Planning; budgeting
• Demand management; project
prioritization
• Program and project delivery
• Run operations
• Business process improvement
prioritization
• Program and project delivery
• Run operations
• Business process improvement
• Does not fully
• Does not fully
embrace leadership
as primary role
embrace leadership
as primary role
• Underdeveloped
• Underdeveloped
leadership and
interpersonal skills
leadership and
interpersonal skills
MMaannaagginingg S Syysstteemmss LLeeaaddiningg P Peeoopplele
Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk

5.
Where to find the solution?
5
Develop Seven Leadership skills
•Commit to leadership first, everything else
second
•Lead differently than you think
•Embrace your softer side
•Forge right relationships, drive right results
•Master communications
•Inspire others
•Build people, not systems
•Leading people
Core management processes
(e.g., strategy, planning,
program execution, operations)
Maximize Collaborative
Leadership
MMaannaagginingg S Syysstteemmss LLeeaaddiningg P Peeoopplele
Source: The CIO Edge, 7 Leadership Skills, Waller, Hallenbeck and Rubenstrunk

6.
6
Name Yellow Blue Red Green White
18 31 21
20 23 26
25 23 24
18 28
27 45
27 25 27
21 20 22 21
18 21 27
25 19 24 19
31 24 31
20 23
27 30 29
31 32
23 21 20
24 27 21
21 24 25
Names of
participants
are hidden
Names of
participants
are hidden

7.
7
The five colors at a glance
Yellow-print Blue-print Red-print Green-print White-print
Something
changes
when you
in a/an
and create
bring common
interests together
power game
a feasible solution, a
win-win situation
think first and then act
according to a plan
rational process
the best solution, a
brave new world
stimulate people in
the right way
exchange exercise
a motivating solution,
the best ´fit´
create settings for
collective learning
learning process
a solution that people
develop themselves
create space for
spontaneous
evolution
dynamic process
a solution that
releases energy
The result
is...
by a/an...
aimed at...
forming coalitions,
changing
topstructures
facilitator who uses
his own power base
positions and context
project management
strategic analysis
expert in the field
knowledge and results
assessment & reward,
social gatherings
HRM expert
procedures and
working climate
training and coaching,
open systems
planning
facilitator who
supports people
the setting and
communication
open space meetings
self-steering teams
someone who uses
his being as
instrument
patterns and
meanings
Result is…
Safeguarded
by…
The pit-falls
lie in…
partly unknown and
shifting
decision documents
and power balances
dreaming and lose-lose
described and
guaranteed
benchmarking and iso
systems
ignoring external and
irrational aspects
outlined but not
guaranteed
HRM systems
ignoring power and
smothering brilliance
envisaged but not
guaranteed
a learning
organisation
excluding no-one and
lack of action
unpredictable
self-management
superficial under-standing
and laissez
faire
Source: Change Management Approach Prof. De Caluwé, Twynstra Gudde

8.
Focus of
issue
8
First diverge and then converge
Diagnosis Meaning
-Multiple view
-Making more complex
-´Whole elephant´
Change idea
-To search and find
-Subjective, intuïtive
-Separate cause and symptoms

9.
Overview of a sample of colored interventions

10.
Overview of a sample of colored interventions

11.
11
Every colour has it’s own change agent
Yellow print Director of the process who encloses his power
Blue print Expert projectmanager who takes care of formulating and
implementation, but mandated.
Red print Coaching manager, HR- or communications-expert who suggests
solutions
Green print Process supervisor who supports people
White print A pattern indicator who puts himself (or herself) on the line

12.
Cultural change is about identity
12
Meaning and Existence
• Societal value and contribution
• Historical success and pride
• Reasons to exist
Distinctive Competences
• Reputation and trust
• Knowledge and expertise
• Inspiration and communication
Business Idea
And Identity
Source: Prof. Jaap Boonstra Cultural Change in Organizations
Customer Value
• Fulfilling Customer Needs
• Attraction and promises
• Reasons for retaining
Competitive Advantage
• LEAN Leadership
• Quality and innovation
• Creativity and collaboration

13.
New leadership results in faster impact
13
Impact
Energy and time
2
3
4
Traditional line
of Development
Development line
with co-creation and
Leadership principles
of Lean and TheoryU
Source: TheoryU and Market research Master Leadership Hanze University

14.
Theory U as ‘toolkit’ for leaders
Open
Mind
Open
Heart
Open
Will
LISTENING 2:
from outside
disconfirming
[new] data
Downloading
habits of judgment
reconfirming old
opinions & judgments
Factual listening
noticing differences
LISTENING 3:
from within
seeing through
another person‘s eyes
emotional connection
Empathic listening
LISTENING 1:
from habits
LISTENING 4:
from Source
connecting to an
emerging future whole;
shift in identity and self
Generative listening
(from the future
wanting to emerge)

15.
Theory U fieldlevels
15
I-in-me
I-in-it
I-in-you
I-in-now
1 Downloading:
Talking nice
2 Debate:
Talking tough
3 Dialogue:
Reflective inquiry
4 Presencing:
Generative flow
Speaking from what they want to hear
Polite routines, empty phrases
Autistic system (not saying what you think)
Speaking from what I think
Divergent views: I am my point of view
Adaptive system (say what you think)
Speaking from seeing myself as part of the whole
From defending to inquiry into viewpoints
Self-reflective system (reflect on your part)
Speaking from what is moving through
Stilness, collective creativity, flow
Generative system (identity shift: authentic self)

16.
Golden
Circle
(Sinek )
16
Human
Needs
(Assink)
Human
Mo va ons
(Barre )
Level of
Consciousness
(Barre )
TheoryUlevel
(Scharmer)
TheoryU
leadership skill
Why Spiritual Make the
difference
7 Performing Act in conjunc on
with the en re
new system
Co-crea on
6
Prototyping New way of ac ng
by connected
heads, hearth and
hands
Internal cohesion 5 Let arise
‘Open Will’
Connected with
the future that can
be designed and
touched
How Mental Transforma on 4 Connect with the
source,
Presencing
Genera ve
listening, collec ve
connected
Emo onal Self-Esteem
3
In contact with
the system
‘Open heart’
Empathically
listening, release
and connect
Rela onal 2 Seeing with fresh
eyes
‘Open Mind’
Factual listening,
seeing the
difference
What Fysical Survive 1 Listening from
habits
Downloading from
old pa erns
4

17.
Combination Golden Circle Spiral Dynamics
What
How
Why
Feeling, Trust
and intuition
(Lymbic brain)
Rationality
and analytial
mind
(Neocortex)
From inside
to outside

18.
The sourcing solutions plotted on Kraljic
Purchasing Risk
Is it a standard or a specialized product? What is the extent to which the product / service adds value
for the business
Less added value Large added value
4th generation sourcing
2nd generation sourcing
Crowd
sourcing
Co-creation
Leverage Strategic
Business Proces
Outsourcing
way
Backoffice
outsourcing
innovative for Direction sourcing
social of Business
development
Shared Service
Centers
DataCenter
Facilities outsourcing
outsourcing
Tribes
3th generation sourcing
Routine Bottleneck
Outsourcing
workplace mgt
Workinnovation
Operations
outsourcing
1st generation sourcing 2nd generation sourcing
Standard Specialized
Source Kraljic model: Purchasing must become Supplier Management,
Peter Kraljic, Harvard Business Review, October 1983

19.
You have to deal with all sourcing solutions
OOuuttssoouurrcciinngg
SShhaarreedd SSeerrvviicceess
CCoollllaabboorraattiioonn
Directing with focus on
standardisation
Directing with focus on
collaboration and
specialism
Purchasing Risk
Is it a standard or a specialized product?
What is the extent to which the product / service
adds value for the business
Less added value Large added value
Standard Specialized
Operational Excellence
Product Leadership
Customer intimacy

20.
Combine Groundswell, the law of innovation and
participation levels
90%
Lurkers
To know about the innovative change character of your crowd

21.
Storyline of the A3
Source: Understanding A3 Thinking, Sobek and Smalley

22.
Homework outcome
22

23.
Homework for lecture 27th September
Third round
•Based on the inspiration of the three cases, Waka Waka, Aravind Eye
Hospital and D’O restaurant
•Translate this inspiration to your working environment and challenge
yourself with the launch of a service, product or idea like these cases
•Structure this process with an A3
•Present your A3 at 27th September
23

24.
Practice 1
• What is the A3 of your own environment?
• Is is challenging and concrete?
• Start with the first four chapters of the A3, background, Current
Situation and Goals
• Form three groups
• One tells his/her A3 storyline
• The second person is the coach on the content of the A3 and the A3
process (are the facts good enough and is the problem clear)
• The thirth person is the observer and uses the ethnographic
observing techniques (jotting, listening, observing expression, tone
of voice etc.) to experience TheoryU’s stage 2 or 3
• Observe (15 minutes) and document your findings
• Give each other feedback and change roles
24

25.
Storyline of the A3
Source: Understanding A3 Thinking, Sobek and Smalley

26.
Work with theory of social networking
26

27.
Crowdsourcing
Tribes
Co-creation
Co-creation is a new way of market- or business strategy that
emphasizes the development and ongoing realization of mutual
firm-customer value
Social sourcing
Crowdsourcing is outsourcing tasks, traditionally performed by an employee
or contractor, to an undefined, large group of people or community (a crowd),
through an open call
A tribe is a group of people connected to one another, connected to a
leader and connected to an idea

28.
Relevant social network theories
Nicholas Christakis: Our experience with the world depends on the factual structure
of our networks and all that flows in these networks
Ronald Burt: People focus on activities within their own group and that causes
‘structural holes’ in information flow between these groups
Stanley Milgram: Everyone at this earth is connected with each other by a
network of connection steps with six degres of separation. This research was
done in 1967 and in 2012 again; the separation now will be 4,74 steps

29.
29
Social networks: Visualisation

30.
Combination of social networking laws
Social networks (2N)
Interactive networks (N2)
Hierarchical networks (N)
Value of the network
Number of participants
The combination of the scientifically laws of Sarnoff (value of hierarchical network is
equal to the number of participants), Metcalfe (value of a interactive networks
increases quadratic with new participants) and Reed (value of social networks grows
exponentially) gives an idea of the effects of networks
Source: Prof Dr. Wim de Ridder, De wereld breekt open

31.
Practice 2
• Make via Inmap a social netwerkanalysis of your own LinkedIn
profile
• Analyse your netwerk, what’s funny and interesting?
• How can your network help you solving your A3 problem?
• Present your outcome plenair
31

32.
Social Media
32

33.
Sherry Turkle’s vision about online behaviour
“It’s a great psychological truth:
If we don’t teach children how to be alone, they’ll only know how to be
lonely.
This constant connection, turning to devices almost instinctively….
There’s a panic of disconnection.
It worries me we’re only going to feel isolated, that we won’t
learn how to have a solitude that sustains us, and which is
important for creativity.”
Sherry Turkle, MIT Professor en auteur van Alone Together,
Why we expect more from Technology and less from each other

34.
Morozov’s vision about freedom on the internet
• “What I find particularly worrisome is the rapid and inexorable
disappearance of retrospection and reminiscence from our digital lives…
• the social beast that has taken over our lives has to be constantly fed with
the most trivial of ephemera…
• this hunger for the present is deeply embedded in the very architecture and
business models of social networking sites; “one of my greatest fears is that
the Internet will widen the gap between the disengaged masses and the
overengaged elites…
• today we are facing the emergence of the cyber lumpen proletariat—people
who are being sucked into the digital whirlwind of gossip sites, trashy video
games, populist and xenophobic blogs, and endless poking on social
networking sites.”
Evgeny Morozov, Researcher at Stanford and author of
The Net Delusion, the Dark Side of Internet Freedom
http://www.ted.com/talks/evgeny_morozov_is_the_internet_what_orwell_feared.html
http://tegenlicht.vpro.nl/afleveringen/2011-2012/evgenymorozov.html

35.
Nicholas Carr’s visie op impact IT
Every information technology carries an intellectual ethic — a set of
assumptions about the nature of knowledge and intelligence.
Nicholas Carr explains how the printed book served to focus our attention,
promoting deep and creative thought.
In stark contrast, the Internet encourages the rapid, distracted sampling of
small bits of information from many sources. Its ethic is the ethic of the
industrialist, an ethic of speed and efficiency, of optimized production and
consumption
— and now the Net is remaking us in its own image. We are becoming
ever more adept at scanning and skimming, but what we are losing is our
capacity for concentration, contemplation, and reflection.
http://www.theshallowsbook.com/nicholascarr/Nicholas_Carrs_The_Shallows.html

36.
What is Social Media
• Social Media is any tool or service that uses the internet to facilitate
conversations
Or better
• Social Media is the democratization of information, transformating
people from content readers into publishers.
It is the shift from a broadcast mechanism, on-to-many, to a many-to-
36
many model, rooted in conversations between authors, people
and peers
Brian Solis

37.
Which Social Media is populair?
37

38.
Social media is broad defined
38

39.
And will be applied more broader
39

40.
Most used social tools
Bron McKinsey Global Survey 2013
40

41.
Development of externally networking is
speeding up
Bron McKinsey Global Survey 2013
41

42.
Social Media prism of Brian Solis
http://www.conversationprism.com//
42

43.
Social Media prism of Brian Solis
43

44.
What is your personal social media strategy?
Source: HBR article november 2010; What’s Your Personal Social Media Strategy, Soumitra Dutta

45.
Research from social media messages
• Twitter Mood research Johan Bollen:
http://www.youtube.com/watch?v=r5dxYc3pD5Y
45

46.
Research Johan Bollen Indiana University
46

47.
Research Johan Bollen Indiana University
47

48.
Free Social Media Lab Tools
Socialmediacheck.nl
48
Socialmediacheck.nl
http://onemilliontweetmap.com
Mention.net
Bottlenose.com
SocialMention.com
Hootsuite.com

49.
Professional Social Media Lab Tools
Which we are using at Social Media Lab #Hanze for research
Coosto
Radian6
49

50.
Practice 3
• Try to do research in three groups on a more deeper level with your
A3 problem
• Arrange tasks within your group, who is investigating who
• Important:
– What are you researching for?
– What’s your approach?
– How does this suit whit your change colour?
• Discuss the results plenairy
50

51.
New view on leadership
1. Commit to selfdevelopment, head for the ‘True North’ and
be yourself aware about the different change colours, social
networks and social capital
2. Coach and develop other people
3. Support and faclitate daily improvements (Kaizen’s)
4. Develop a collaborative vision and check the goals and
commitment horizontal and vertical
The ‘True North’:
• Challenge yourself and your employees and think together with them about the next
challenge
• Kaizen mind (every day a step better)
• Go and see (Gemba Walks)
• Teamwork before everything
• Respect for people
Source: The Toyota Way to Lean Leadership, Jeffrey Liker

52.
We learn a lot from high performance teams
In a researchproject of Hanze University we support the Dutch Olympic Sailing Team and find
out what drives and selfmanagement aspects of high performance teams are

53.
Team led by
manager
Self-managing
team
Self-organising
team
Self governing
team
Common
Goal
and strategy
Commitment
Complementairy tasks
and roles
Clear communication
Constructive conflict
Cohesion
Credible coaching
Resposibility
management
Responsibility
team
At this research project we have found out how selfmanagement is working and what the
‘True North for these self-organising team really means. This is our model
Source: 7 C’s of Championship Team Building, Jeff Janssen en Leaders Guide to Radical Management, Stephen Denning