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Net work creating and sustaining successful networks
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
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Net work creating and sustaining successful networks
- 1. This is NetWork.Creating and Sustaining Successful NetworksPatti Anklam May 6, 2010
- 2. Themes from NetWork
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- 4. Tools for network
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- 8. The changing landscapeof connectedness
- 9. Innovation enginesAgendaPatti AnklamMay 2010 2
- 10. Networks and NetWork
- 11. We live innetworks all the timePatti Anklam May 2010 4There is science to support the understanding of network structure
- 12. The structure ofa network provides insights into how the network “works”
- 13. Once you understandthe structure, you can make decisions about how to manage the network’s contextWe live in networks of people5Source: MWH Global, Vic Gulas
- 14. Our organizations arelinkedPatti Anklam May 2010 6Source: Laurie Lock Lee, http://www.optimice.com.au
- 15. Ideas are networksPattiAnklam May 2010 7
- 16. The world wideweb is vastPatti Anklam May 2010 8http://www.ics.uci.edu/~wscacchi/Tech-EC/EC-EB/Internet-map.gif
- 17. Networks in ourbodies are minisculePatti Anklam May 2010 9http://images.iop.org/objects/phw/world/21/10/31/PWnow1_10-08.jpg
- 18. What do wenotice about these networks?Patti Anklam May 2010 10Any set of relationships is a network
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- 26. A network isa collection of entities linked by a type of relationship
- 27. All networks havecommon properties and can be analyzedPurposeStructureStyleValueProperties
- 28. CauseBusinessIdeaNetworksLearningFamily & PersonalPurposePattiAnklam May 2010 12
- 29. Your networksPatti AnklamMay 2010 13
- 30. Learning NetworksPatti AnklamMay 2010 14 Global Professional Associations
- 31. Face-to-FaceLocal Groups
- 32. Mailinglists
- 33. OnlineCommunities
- 34. ConferencesCore/PeripheryHuband SpokeStovepipes (Silos)EmergentStructure15
- 35. Patterns of networkgrowthPatti Anklam May 2010 16EmergentHub-and-SpokeMulti-hubCore PeripheryTimeWhere most network-building beginsSource of network maps: Valdis Krebs and June HolleySelf-sustaining network
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- 37. Closely knit, focusedon purpose
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- 40. Ensure access toexpertise where it is needed
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- 43. Links to externalresources
- 44. Diversity from theperipheryStructure must support purposePatti Anklam May 2010 17
- 45. Patterns for differenttypes of work18
- 46. Elements of StylePattiAnklam May 2010 19Place
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- 49. Styleof interactionValuePatti Anklam May 2010 20
- 50. Understanding valueEveryNetworkProducesValuePatti AnklamMay 2010 21©Truman Company
- 51. So what is“net work?”Patti Anklam May 2010 22Ability to create, examine, and shape a network’s properties
- 52. Stewardship of theconnections in the network
- 53. Managing the network’scontextWhy is it important to understand networks?Patti Anklam May 2010 23
- 54. Organizational forms arechangingPatti Anklam May 2010 24
- 55. Performance at WorkPattiAnklam May 2010 25In corporations:High performers have better networksPeople with better networks stay in their jobs longerNetwork-savvy managers are more likely to be promotedPeople with higher social capital coordinate projectsmore effectivelyImpact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation“Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005Ron BurtDon Ronchi
- 56. Quality of LifeInlife:People with strong networks have a better chance of full recovery from heart attacksWe are defined by the networks we are inObesity studiesSmokersThe greater our sense of community, the healthier we arePatti Anklam May 2010 26
- 57. Managing Intellectual Assets:Knowledge ManagementPatti Anklam May 2010 27
- 58. Networks and innovationIt’s about Capacity:Existing capacity – where are the existing pathways?Potential capacity – does the environment support the creation of new pathways?Work Practices
- 59. Idea Generation: leveragingbrokers early to help identify opportunities, frame solutions, and test initial viability.
- 60. Idea Implementation: leveragingwell-connected network members to help design the solution (and implementation) and identify and link to key resourcesDesign
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- 63. Network DesignPatti AnklamMay 2010 30New England Healthcare Institute (NEHI)
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- 65. Based on collaborationamongall constituentsto identify and solvespecific systemicproblems
Editor's Notes
- #2 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.
- #4 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.
- #12 In my book, Net Work, I describe a framework for thinking about and talking about networks.http://www.athenryac.com/time-set-goals
- #16 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.
- #30 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.
- #49 “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.
- #50 http://www.freeplaynetwork.org.uk/playlink/exhibition/Earlier, 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.