The document provides an overview of building and sustaining networks. It discusses key concepts like: - Understanding networks through their purpose, structure, style, and value properties. - Examining networks using tools like organizational network analysis and value network analysis to assess relationships and flows of value. - Designing networks by defining their purpose, structure, style, and value up front. - Using collaboration tools and social media to facilitate interaction and information sharing within a network.

1. Net Work:Building and Sustaining a NetworkPatti AnklamJune 24, 2009A NetWorkShop

2. Outline for the Day

3. GoalsPrepare you to launch an apprenticeship networkUnderstanding networksUsing collaborative tools Setting up for success

4. About Networks

5. Networking is about making and leveraging personal connectionsHow 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 networksGroups and organizations that you belong toFormal networksInformal networksThe individuals you interact with, have relationships with, and to whom you can reach out8

9. Formal networksOften centralized or hierarchicalFixed relationshipsDefined patterns of information flow9

10. Informal networks“How work gets done”Key people exchange ideasand pass informationDrive social capital10

11. History of the Network PerspectiveNew York Times, April 3, 1933

12. 1967: Six Degrees of SeparationOmahaBostonStanley Milgram, Yale University

13. The new science of networksBeginning in the 1990’s computer science made it possible to map and analyze large networksBeginning in 2002-2003, the network insights started to become accessible

14. BusinessWeek, February 27, 2006

15. What we learned from the scienceNetworks can be drawnRelationships (links) among people (nodes) can be analyzed:Counted, summed, averagedGrouped, segmentedPatterns matter11%2.581

16. Purpose

17. Structure

18. Style

19. ValueThe network view provides access to understanding a network’s properties

20. Network Properties: PurposeAid and support people, environmentCreate economic gain for stakeholdersPractice-focused learning and personal developmentGenerate and collaborate in creating and using ideasNurture emotional and affiliative relationships17

21. Purpose drives the design factorsWhat 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: StructureHub and Spoke: Starting ContextRandom Connections: DiscoverableHierarchy: Command and ControlStovepipesCore/Periphery: Healthy End StateHeterarchy: Teams

24. The structure changes as the network growsHub & SpokeScattered ClustersCore/PeripheryMulti-hub Small WorldSource: Valdis Krebs

25. Structure of TiesStrong ties: Close, frequentReciprocalWeak tiesInfrequent interactionNo emotional connectionAbsent tiesNo personal connection beyond “nodding”

26. Patterns of Individual RolesPeripheral specialistsInformation brokerCentral connectorInfluencer23

27. Different structures for different types of work24

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 PacePhysical placeCampaign events bring the networks into a physical placeVirtual spaceInternet interactions, collaboration spaces, email conversations, etc. PaceFrequency of interactions in the network

32. CultureCore values, shared valuesTrust and reciprocityTransparencyShared symbols, rituals, languageAppropriate to the current culture and norms27

33. Types of interactionTransactionalExchange of explicit informationDriven by action, tasks, commitmentsKnowledge-basedStructured in a learning networkImplicit sharingPersonalDeveloping stronger ties by sharing information about yourself

34. Style orientationsNetworkIndividualTop-downEmergentCollaborationConnectionClosedOpenOutcomeDiscoveryTransactionKnowledgeTangibleIntangible

35. Network Properties: ValueWhat 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 ValueA 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. SummaryYou can characterize networks by looking at purpose, structure, style, and value propertiesCreating 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 toThe connections among themThe people they can connect you to

46. Personal network activitiesCreate and sustaining relationshipsAsking for helpHelping 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 networksDunbar’s number: 150Your networkFamily & close friendsWork colleaguesActivity friendsYou can map your personal network36

48. Exercise: Mapping Your “Ego” Network

49. Views of the personal networkCompositionRole(s)PositionLeaderSponsorLeaderCore memberActive participantPeripheral member

50. The sum of your personal networks…Contributes to the overall success of the Apprenticeship networkHow 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 WorkDesignPurpose, structure, style, and valueExaminationAssessments, surveys, interviewsOrganizational network analysisValue network analysisComplex sensemakingTransitionShift purpose, structure, style, value

53. Design a networkPurposeStructureStyleValueCharter42

54. Using a map to design a networkNew England Healthcare Institute (NEHI)Transformation of healthcareBased on collaborationamong all constituentsto identify and solvespecific systemicproblemsHealthy interpersonalnetworks was a happyside effect

55. Tools for Examination: ONAOrganizational network analysis (ONA)Often referred to by more generic term, SNA (social network analysis), an emerging competency among businesses and nonprofitsView of personal interactions among individualsA 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” NetworkUnderstand the contextCollect data – surveys, interviewsAnalysisVisualMathematicalInterpretationActionColors indicate geographic regions

57. #25 is the network leader

58. #14 is due to retire next yearTools for examination: VNAValue Network Analysis (VNA)Pioneered by Verna Allee, a rich methodologyView 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 deliverablesTechnologyCompaniesCoachingFundersHardwareCourseFundingFundingMaterialsSoftwareCurriculumProgramITFulfillmentInstructionLiteracyProjectEducatorsClassesTimeVenueSkillsEquipmentClassStudentsSalaryMaterialsReportProgramPlanningFunding forReportSchoolSalariesDistrictProgramGREEN = TangiblesPlanning

60. Intangible exchanges reflect richer sources of valueGREEN = TangiblesBLUE = Intangibles

61. The Life Cycle of Networks

62. Managing NetworksYou can’t manage a network, you can only manage its contextSlight alterations in the structure can create significant change over timeLook 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 ProcessIdentify the networkIdentify the participantsUnderstand the rolesDistinguish 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 relationshipsSituational awarenessDaily or weekly travel or whereaboutsSignificant changesHear about ideas, resources you might not be seeking out but that are relevant to youObtaining personal insights into professional colleagues leads to more trusting relationshipsMaking explicit new connections as you see the need

73. Collaboration Spaces“Corporate” heavyweights:Microsoft SharePointLotus SamePlaceSoftware “in the cloud”NingGroupsiteHuddle

74. Collaboration Platforms – Ning

75. Making it Work