Networkcreatingandsustainingsuccessfulnetworks 100517063428-phpapp01


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  • Abstract as advertised:The locus of knowledge has shifted over the past 15 years of “KM” – from being in “stuff” (artifacts, content management systems), to being in people (communities of practice, collaboration systems), to being in the network (constantly alive and moving around us, available directly and peripherally from our friends, colleagues, co-workers, and those we following on Twitter).  How we maintain and grow our personal networks – our personal net work – is a critical part of “personal knowledge management.”  Patti will put personal networks in context and then review practical techniques for maintaining personal networks.
  • Before talking about personal networks and knowledge management, I need to share my personal perspectives and on both of these so you can understand my language.
  • In my book, Net Work, I describe a framework for thinking about and talking about networks.
  • In one sense I’ve been interested in and creating networks throughout my career, but it wasn’t’ until I was introduced to science of network in the fall of 2000 that may things started to click with me. The fact that there is a tool that lets us map the relationships among people is not novel, but the research that is coming forward that tells us how the structure of a network can predict outcomes and behaviors, that is what is revolutionary. That is what is changing our thinking.
  • Before talking about personal networks and knowledge management, I need to share my personal perspectives and on both of these so you can understand my language.
  • “Everything is fragmented” says Dave Weinberger, and right he is. I don’t know about you, but I leave pieces of myself and what I’m thinking about and collecting all over the place. What Dave, and others who are at the front wave of social media research, are onto is that in this new place, everything hinges on discoverability.If it’s out there, and those who created it made sufficient tracks to enable others to find it, we can find it and put it together in a way that makes sense for us.Meanwhile, it’s just way too much. So what do we do? We rely on our personal networks.
  •, I said that we can generally identify a network as having a particular core purpose. We participate in these as individuals, and people in these networks make up our personal network. When work is fun, some of those people whom we know from work become our closest personal friends. (I had lunch yesterday with 2 friends I worked with at Digital. We’ve been having lunch together for over 30 years. These are good friends, and we now we just play together.)Now I am going to launch into how we maintain our personal networks in the age of digital networks, but I don’t want to leave you thinking that what I am going to talk about applies only to work networks.
  • Networkcreatingandsustainingsuccessfulnetworks 100517063428-phpapp01

    1. 1. This is Net Work.<br />Creating and Sustaining Successful Networks<br />Patti Anklam May 6, 2010<br />
    2. 2. <ul><li>Themes from Net Work
    3. 3. Attributes of networks
    4. 4. Tools for net work
    5. 5. Networks and leadership
    6. 6. Networks and innovation
    7. 7. Social media
    8. 8. The changing landscape of connectedness
    9. 9. Innovation engines</li></ul>Agenda<br />Patti Anklam May 2010 2<br />
    10. 10. Networks and Net Work<br />
    11. 11. We live in networks all the time<br />Patti Anklam May 2010 4<br /><ul><li>There is science to support the understanding of network structure
    12. 12. The structure of a network provides insights into how the network “works”
    13. 13. Once you understand the structure, you can make decisions about how to manage the network’s context</li></li></ul><li>We live in networks of people<br />5<br />Source: MWH Global, Vic Gulas<br />
    14. 14. Our organizations are linked<br />Patti Anklam May 2010 6<br />Source: Laurie Lock Lee,<br />
    15. 15. Ideas are networks<br />Patti Anklam May 2010 7<br />
    16. 16. The world wide web is vast<br />Patti Anklam May 2010 8<br /><br />
    17. 17. Networks in our bodies are miniscule<br />Patti Anklam May 2010 9<br /><br />
    18. 18. What do we notice about these networks?<br />Patti Anklam May 2010 10<br /><ul><li>Any set of relationships is a network
    19. 19. Person-person
    20. 20. Group-group
    21. 21. Cross-enterprise
    22. 22. Cross-business
    23. 23. Information artifacts
    24. 24. Web sites
    25. 25. Atoms and molecules
    26. 26. A network is a collection of entities linked by a type of relationship
    27. 27. All networks have common properties and can be analyzed</li></li></ul><li>Purpose<br />Structure<br />Style<br />Value<br />Properties<br />
    28. 28. Cause<br />Business<br />Idea<br />Networks<br />Learning<br />Family & Personal<br />Purpose<br />Patti Anklam May 2010 12<br />
    29. 29. Your networks<br />Patti Anklam May 2010 13<br />
    30. 30. Learning Networks<br />Patti Anklam May 2010 14<br /><ul><li> Global Professional Associations
    31. 31. Face-to-Face Local Groups
    32. 32. Mailing lists
    33. 33. Online Communities
    34. 34. Conferences</li></li></ul><li>Core/Periphery<br />Hub and Spoke<br />Stovepipes (Silos)<br />Emergent<br />Structure<br />15<br />
    35. 35. Patterns of network growth<br />Patti Anklam May 2010 16<br />Emergent<br />Hub-and-Spoke<br />Multi-hub<br />Core Periphery<br />Time<br />Where most network-building begins<br />Source of network maps: Valdis Krebs and June Holley<br />Self-sustaining network <br />
    36. 36. <ul><li>Team networks
    37. 37. Closely knit, focused on purpose
    38. 38. Organizational networks
    39. 39. Balanced cross-boundary connections
    40. 40. Ensure access to expertise where it is needed
    41. 41. Strong core
    42. 42. Innovation networks
    43. 43. Links to external resources
    44. 44. Diversity from the periphery</li></ul>Structure must support purpose<br />Patti Anklam May 2010 17<br />
    45. 45. Patterns for different types of work<br />18<br />
    46. 46. Elements of Style<br />Patti Anklam May 2010 19<br /><ul><li>Place
    47. 47. Space
    48. 48. Pace
    49. 49. Style of interaction</li></li></ul><li>Value<br />Patti Anklam May 2010 20<br />
    50. 50. Understanding value<br />Every<br />Network<br />Produces<br />Value<br />Patti Anklam May 2010 21<br />©Truman Company<br />
    51. 51. So what is “net work?”<br />Patti Anklam May 2010 22<br /><ul><li>Ability to create, examine, and shape a network’s properties
    52. 52. Stewardship of the connections in the network
    53. 53. Managing the network’s context</li></li></ul><li>Why is it important to understand networks?<br />Patti Anklam May 2010 23<br />
    54. 54. Organizational forms are changing<br />Patti Anklam May 2010 24<br />
    55. 55. Performance at Work<br />Patti Anklam May 2010 25<br />In corporations:<br />High performers have better networks<br />People with better networks stay in their jobs longer<br />Network-savvy managers are more likely to be promoted<br />People with higher social capital coordinate projectsmore effectively<br />Impact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation<br />“Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005<br />Ron BurtDon Ronchi<br />
    56. 56. Quality of Life<br />In life:<br />People with strong networks have a better chance of full recovery from heart attacks<br />We are defined by the networks we are in<br />Obesity studies<br />Smokers<br />The greater our sense of community, the healthier we are<br />Patti Anklam May 2010 26<br />
    57. 57. Managing Intellectual Assets: Knowledge Management<br />Patti Anklam May 2010 27<br />
    58. 58. Networks and innovation <br />It’s about Capacity:<br />Existing capacity – where are the existing pathways?<br />Potential capacity – does the environment support the creation of new pathways?<br /><ul><li>Work Practices
    59. 59. Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
    60. 60. Idea Implementation: leveraging well-connected network members to help design the solution (and implementation) and identify and link to key resources</li></li></ul><li><ul><li>Design
    61. 61. Transition
    62. 62. Examination</li></ul>Tools for Net Work<br />
    63. 63. Network Design<br />Patti Anklam May 2010 30<br /><ul><li>New England Healthcare Institute (NEHI)
    64. 64. Transformation of healthcare
    65. 65. Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
    66. 66. Healthy interpersonalnetworks was a happyside effect</li></li></ul><li>Network Discovery<br />Patti Anklam May 2010 31<br />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 …<br /><br />
    67. 67. Design Elements<br />Patti Anklam May 2010 32<br />Network<br />Individual<br />Top-down<br />Emergent<br />Closed<br />Open<br />Outcome<br />Discovery<br />Transaction<br />Knowledge<br />Tangible<br />Intangible<br />
    68. 68. Networks Transition<br />Patti Anklam May 2010 33<br />What drives transition?<br /><ul><li>Plans to reassess
    69. 69. Discovery
    70. 70. Internal change
    71. 71. External events</li></ul>Purpose<br />Design<br />Grow<br />Perform<br />Change orTransition<br />Completion & Celebration<br />
    72. 72. Examination: Organizational Network Analysis<br />Patti Anklam May 2010 34<br />…a targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker<br />… a mathematical and visual analysis of flows / relationships / influence between people, groups, organizations, computers or other information/ knowledge processing entities– Valdis Krebs<br />
    73. 73. Examination: Value Network Analysis<br />Patti Anklam May 2010 35<br /><ul><li>Value Network Analysis (VNA)
    74. 74. Pioneered by Verna Allee, a rich methodology
    75. 75. View of the web of relationships that generates economic or social value </li></ul>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 />
    76. 76. Examination: Complex Sense-making<br />Patti Anklam May 2010 36<br /><ul><li>Sensemaking framework – “Cynefin”
    77. 77. Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
    78. 78. View of the context of a problem or situation as revealed by anecdotes or stories</li></ul>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.<br />
    79. 79. <ul><li>Conversations for Sensemaking
    80. 80. OpenSpace, World Café…
    81. 81. Dialog, AI (Appreciative Inquiry)
    82. 82. Reformulate the mission/value proposition
    83. 83. Change the patterns of the relationships
    84. 84. Reposition the network, market to new potential members
    85. 85. Make adjustments to place, space, and pace
    86. 86. Empower leadership changes</li></ul>Tools for Transitions<br />Patti Anklam May 2010 37<br />There are few new tools, but thinking in network terms alters the way we use the tools at hand<br />
    87. 87. Managing in Complexity<br />Patti Anklam May 2010 38<br /><ul><li>You can’t manage a network, you can only manage its context
    88. 88. Slight alterations in the structure can create significant change over time
    89. 89. But you must first lookto understand thecontext
    90. 90. All examinations arealso interventions</li></li></ul><li>Methods are already to hand<br />
    91. 91. <ul><li>Weave
    92. 92. Steward
    93. 93. Embrace technology
    94. 94. Create the capacity for</li></ul> net work<br />The Leader’s Net Work<br />Patti Anklam May 2010 40<br />
    95. 95. Weave<br />Patti Anklam May 2010 41<br /><ul><li> Close triangles
    96. 96. Know the net, knit the net
    97. 97. Make introductions</li></li></ul><li>Steward<br />Patti Anklam May 2010 42<br /><ul><li>Pay attention to change triggers
    98. 98. Manage the context
    99. 99. Enhance trust
    100. 100. Clarify roles and responsibilities
    101. 101. Manage complexity
    102. 102. Prepare foremergence</li></ul>http ://<br />
    103. 103. “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<br />Embrace Technology<br />Patti Anklam May 2010 43<br /><ul><li>Take small steps
    104. 104. Practice
    105. 105. Find friends to practice with</li></li></ul><li>Create Capacity<br />Patti Anklam May 2010 44<br /><ul><li>Reward good network behaviors
    106. 106. Encourage outreach
    107. 107. Bring the outside in
    108. 108. Establish and transmit normsfor networking
    109. 109. Enhance skills in usingcollaborative networkingtechnologies</li></ul><br />
    110. 110. <ul><li>Remove barriers
    111. 111. Enable the culture
    112. 112. Change work practices
    113. 113. Design the network</li></ul>Innovation<br />Patti Anklam May 2010 45<br />
    114. 114. Barriers<br />Patti Anklam May 2010 46<br />Fragmentation <br />Lack of integration along functional lines<br />“Handoff” of ideas rather than joint development<br />Process/review inefficiencies<br />Domination<br />Small number of people hold fast to established model<br />Network overly influenced by a few people<br />Insularity<br />Access to external resources spread across a lot of people (i.e. not just a few people know the external sources)<br />Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009<br />
    115. 115. Practices<br />Patti Anklam May 2010 47<br />Create network-centric ability to sense and respond<br />Network weaving – awareness of who knows what<br />Develop an ability to test and refine an opportunity<br />Work through people in specific network positions<br />Leverage energy<br />Ensure that organizational context supports collaboration<br />Budget<br />Incentives, motivation<br />Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009<br />
    116. 116. Where Networks Live, Now<br />
    117. 117. Where these networks live, now<br />Personal Networks<br />Play<br />Work<br />49<br />
    118. 118. Personal Net Work<br />Patti Anklam May 2010 50<br />IT’S WHO KNOWS YOU.<br /><ul><li>…and what you know about them
    119. 119. …and what they know about you
    120. 120. … and what you are learning, together
    121. 121. … and how you work at that</li></li></ul><li>Social Media Practices<br />Leverage technology to discover networks<br />Encourage the use of technology<br />“Network productivity trumps personal productivity*”<br />Patti Anklam May 2010 51<br />*Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”,<br />
    122. 122. Finding and Making Connections<br />Patti Anklam May 2010 52<br /><ul><li>Pay attention to change triggers
    123. 123. Manage the context
    124. 124. Enhance trust
    125. 125. Clarify roles and responsibilities
    126. 126. Manage complexity
    127. 127. Prepare foremergence
    128. 128. Research people
    129. 129. Find connections
    130. 130. Make yourself findable
    131. 131. Manage your profile</li></li></ul><li>Keeping Track/Maintaining Connection<br />Patti Anklam May 2010 53<br /><ul><li>Pay attention to change triggers
    132. 132. Manage the context
    133. 133. Enhance trust
    134. 134. Clarify roles and responsibilities
    135. 135. Manage complexity
    136. 136. Prepare foremergence
    137. 137. Family, Friends, Colleagues intermixed
    138. 138. Easy to look up “friends in common”
    139. 139. Photos and videos engage
    140. 140. Easy to acknowledge others</li></li></ul><li>Keeping Up<br />Patti Anklam May 2010 54<br /><ul><li>A network of ideas
    141. 141. Follow who others follow
    142. 142. Show people you are listening
    143. 143. Be in the flow</li></li></ul><li>Tweetdeck filters and focuses<br />Patti Anklam May 2010 55<br />
    144. 144. Reading Blogs<br />Patti Anklam May 2010 56<br /><ul><li>Subscribe to news that interests you
    145. 145. Your “daily paper,” customized
    146. 146. Organized the way that you want to read</li></li></ul><li>Writing Blogs<br />Patti Anklam May 2010 57<br /><ul><li>Write about what interests you
    147. 147. Think out loud
    148. 148. Engage people who may want to share experiences</li></li></ul><li>Tagging<br />Patti Anklam May 2010 58<br /><ul><li>Research tool
    149. 149. Find others
    150. 150. Share my learning</li></li></ul><li>Social Learning<br />Patti Anklam May 2010 59<br />
    151. 151. Integrating<br />social media into innovation <br />processes and practices<br />Innovation Engines<br />Patti Anklam May 2010 60<br />
    152. 152. Innocentive<br />Patti Anklam May 2010 61<br />
    153. 153. Spigit<br />Idea market<br />Voting and ranking<br />Commenting<br />Conversations<br />Patti Anklam May 2010 62<br />
    154. 154. Net Work =<br /><br />
    155. 155. A new way to see: The network lens<br />You can design a network<br />Selecting appropriate elements of purpose and style<br />You can examine it<br />Looking at its structure, value flow, or relationships<br />You can create or respond to change<br />By understanding the network’s context and its properties<br />Patti Anklam May 2010 64<br />
    156. 156. This is Net Work.<br />Patti Anklampatti@pattianklam.com<br /><br />Blog:<br />Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007<br />65<br />