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NetWorkShop: Boston Facilitators Roundtable

1. The document summarizes a presentation on networks and network analysis. It discusses how networks are important in the 21st century and how understanding network structure can provide insights. 2. Various types of network metrics and analyses are introduced, including structural metrics about the overall network and centrality metrics about individual nodes. Mapping networks can reveal informal relationships and raise good questions. 3. Understanding value networks and exchanges within them is discussed, differentiating tangible from intangible exchanges. Mapping value networks analyzes how work gets done and where there are opportunities to improve value and efficiency.

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NetWorkShop Patti Anklam Boston Facilitators Roundtable December 2, 2011
I’ve become convinced that understanding how networks work is an essential 21st century literacy. Howard Rheingold
Agenda • Knowledge-sharing activity • The language of networks • Networks in organizations • Networks and nonprofits • Value network analysis • Social media and personal net work 3
Knowledge Flows in Networks • Something you want to share • 141 characters or less • Stand up, find someone to “tweet to” • Listen to someone else’s tweet • Retweet • Repeat 4
http://www.dftdigest.com/images/Spyglass.jpg The New Language of Networks
We live in networks all the time • We live in networks all the time: communities, organizations, teams • There is science to support the understanding of network structure • The structure of a network provides insights into how the network “works” • Once you understand the structure, you can make decisions about how to manage the network’s context • Network analysis tools help you understand the structure 6
The Premise: Networks Matter • The complexity of work in today’s world is such that no one can understand – let alone complete – a task alone – Individual-individual – Team-team – Company-company – Eco-system to eco-system • Strong networks are correlated with health: – People with stronger personal networks are more productive, happier, and better performers – Companies who know how to manage alliances are more flexible, adaptive and resilient – Our personal health and well-being is often tied to our social networks 7
Networks and Work Performance 8
Networks and Well-Being • In life: – People with strong networks have a better chance of full recovery from heart attacks – We are defined by the networks we are in • Obesity studies • Smokers Source: New York Times, May 22, 2008 9
Networks and Well-Being 10
The new science of networks • Beginning in the 1990’s computer science made it possible to map and analyze large social networks. • Insights became accessible to 2009 the public. 2004 2009 2002 • By 2009, network science and analysis are accepted practice 2003 in science and 2004 management 2002 11 2002
Network Perspective Node • If it’s a network, you can map it: – People-people – Group-group – Within organizations – Across organizations Tie • A network is a collection of entities linked by a type of relationship • All networks have common properties and can be analyzed – Information artifacts – Ideas & issues 12
A Classic Case 13 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
Table Activity (Page 2 of Handouts) • Take five minutes and discuss at your table • What do you see in the map on the right that might be dissonant with the organization chart? • If you were responsible for this organization, what questions would looking at this map raise for you? 14 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
A Classic Case 15 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
A Classic Case 16 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
A Classic Case 17 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
A Classic Case 18 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
It’s all about Questions Patterns provide insights that provoke good questions. Full stop. 19
Types of metrics Structural Metrics Centrality Metrics • Look at the whole network • Look at positions of and its components: individuals in the network: – Density of interactions – Connectors – Average degree of separation – Boundary spanners – Silos or stovepiped – Isolates organizations 20
Types of metrics Structural Metrics Centrality Metrics • Look at the whole network • Look at positions of and its components: individuals in the network: – Density of interactions – Connectors – Average degree of separation – Boundary spanners – Silos / stovepipeds – Isolates • Good for comparing • Good for identifying groups within networks or people who are well for comparing changes in a positioned to influence the network over time network or to move information around For both the network as a whole and individuals, it is also possible to measure the diversity of the network: the extent to which people interact with people outside of their own demographics or areas of expertise. 21
The Unit of Analysis: The Relationship 22
Interpreting Results “I interact with this person twice a month I understand this person’s knowledge and or more” skills (Agree or Strongly Agree) Density: 11% Density: 28% Distance: 2.7 Distance: 1.8 23
Identifying Key People Who are the people who are best positioned to move information through the network? 24
Table Activity (Page 3 of Handout) • Based on this data: • Who should Jerry appoint as his successor? • Who do you think Jerry actually appointed as his successor? Why? 25
Moving Into Action Ways to change patterns in Practices from the KM/OD Repertoire networks Create more connections Make introductions through meetings and webinars, face-to-face events (like knowledge fairs); implement social software or social network referral software; social network stimulation Increase the flow of knowledge Establish collaborative workspaces, install instant messaging systems, make existing knowledge bases more accessible and usable Discover connections Implement expertise location and/or; discovery systems; social software; social networking applications Decentralize Social software; blogs, wikis; shift knowledge to the edge Connect disconnected clusters Establish knowledge brokering roles; expand communication channels Create more trusted relationships Assign people to work on projects together Alter the behavior of individual nodes Create awareness of the impact of an individual’s place in a network; educate employees on personal knowledge networking Increase diversity Add nodes; connect and create networks; encourage people to bring knowledge in from their networks in the world 26
Organizational Networks Summary • The science of networks has brought insights into the structure of organizational networks • Organizational network analysis lets us map relationships that reveal the informal networks through which work gets done • Developing and sharing these maps helps organizations improve collaborative capacity, overcome obstacles to effective sharing, and redesign their work relationships • Results are a guide to asking good questions and should never be interpreted as an “answer” 27
Break 28
Networks and Nonprofits Traditional and Network Approaches to Grantmaker Challenges Source: Catalyzing Networks for Social Change, Monitor Institute + GEO 29
Mapping Task: Find Connections & Alignment Boston Green and Healthy Building Network 2005: How well do you know one another? 30 From New Directions Collaborative Case Study, http://www.ndcollaborative.com/services/networks/case-studies/68-ghbn
Network Building Questions • What are the key tasks of network building? • What activities would you undertake to “knit this net”? • What mechanisms might you put in place? 31
Network Progression Connectivity Alignment Production Definition Connects people to allow Aligns people to develop Fosters joint action easy flow of and access and spread an identity and for specialized to information and collective value outcomes by aligned transactions proposition people Key task of Weaving – help people Facilitating – helping Coordinating – network meet each other, people to explore helping people plan “builder” increase ease of sharing potential shared identity and implement and searching for and value propositions collaborative actions information 32 From: Net Gains – Version 1.0, Madeleine Taylor and Peter Plastrik (http://www.arborcp.com/articles/NetGainsHandbookVersion1.pdf)
Green & Healthy Buildings Network • Convene – In person and subsequently with mix of in-person and telecalls • Connect – Identify areas of mutual interest – Share success stories – Engage in joint problem solving • Communicate – Gives & gets – people wanting and having contacts • Coordinate – Joint meetings with city hall • Collaborate – Look for specific projects engaging multiple of the network’s members 33
Network Building 2007: How well do you know one another? 34
A Design Language: Network Building • Purpose • Structure • Style • Value-producing mechanisms 35
VALUE NETWORK ANALYSIS
What is a value network? • A web of relationships that generates economic or social value through complex dynamic exchanges of both tangible and intangible benefits. • Any purposeful organization or network functions as a value network - Verna Allee http://www.valuenetworksandcollaboration.com 37
Mapping the Ecosystem • How does the work actually get done? • What is the value that the network or organization creates? • How efficiently is the work being done? • Where are opportunities for improving value and efficiency? 38
Basic elements for mapping value 39
Value Network Modeling Tangible (Formal) Deliverables Roles Intangible (Informal) Interactions 40 © 1997-2011 Value Networks, LLC All rights reserved.
Shift is to focus on Roles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition 41
…and the value exchanges among them Tangible Deliverables Goods, services, revenue (traditional value chain) – all contractual or mandated activities that directly generate or deal with revenue or funding. Intangible Deliverables Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc. Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc. © 1997-2011 Value Networks, LLC All rights reserved. 42
Value exchanges and interactions • What are the deliverables? (Contracted or mandated?) • How does the deliverable move through the network? • What are the intangible exchanges that flow through the network? (Informal, extras?) http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html 43
Formal (Tangible) Deliverables Orders Proof of Concept AgResearch Revenue Commercialization Market Products Market Research Participants Commercializers AgR Developers Payments Strategic Direction Fees Payout Proof of License Concept Market Research Concept Investors Proof of Principal IP AgR Investors Ideas Strategic Direction IP Rights Research Can take up Outcomes Proposals to twelve Contract AgR years from Science Researchers Funders idea to Terms of market. Referernce © 1997-2011 Value Networks, LLC All rights reserved. 44
Informal Deliverables Define Collaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 45
Informal Deliverables Define Collaboration Market Pull Orders Expertise Expertise Proof of AgResearch Competitive Concept Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 46
Informal Deliverables Define Collaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Credibility Strategic Direction Capability Credibility IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 47
Informal Deliverables Define Collaboration Market Pull Expertise Orders CompetitiveCompetitive Advantage Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 48
Informal Deliverables Define Collaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Credibility Strategic Feedback Feedback Purpose Ideas Opportunities Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 49
ValueNet Works™ Methodology • Purpose Scope • Boundaries • Determine the level of detail Roles and • Ecosystem players participants • Stakeholders • Tangibles Transactions • Intangibles and deliverables • Sequence • Participants and roles Analysis • Exchange analysis 50
Analysis • Insight level – “Aha’s” that occur through the mapping process • Exchange analysis – Looking at the structure of the network – Redundant and overlooked activities • Impact analysis/process improvements © 1997-2011 Value Networks, LLC All rights reserved. 51
A Big “Aha” A senior VP in the professional services arm of a large telecommunications equipment provider looked at this map that his executives had made and said, “That’s scary.” What’s missing? 52
Unnecessary transactions 53
Activity (Pages 4 and 5) You are designing a major change initiative for a client. What would be your ideal design for a system to support the organization's change process? 54
Step 1. Identify the Roles Agree on 4 or 5 major roles in the process. Place the names of the roles on individual sticky-notes Position these on the flip chart, trying to place the roles that will be more “central” toward the middle Allow spacing so that you can draw lines that will not overlap 55
Step 2. Identify the Transactions Start with the tangible transactions Using one color of marker, draw lines from one role to another and label the line with the name of the deliverable. Then do the intangible transactions using another color pen No two-way arrows! 56
Summary/DeBrief (Exchange Analysis) • What is the overall purpose of the network? • What is the balance between tangible and intangible exchanges? What does the balance (or lack of balance) signify • Are there places people need to be engaged in exchanges, or offering value, but aren’t? • What would happen if roles disappeared or were combined? 57
How are companies using VNA?  Developing a business “web”  Reconfiguring the organization  Identifying the key stakeholders and  Mergers and acquisitions relationships  Integrating new groups  Finding gaps or areas needing  Process redesign development  Develop scorecards  Ensuring that relationships and value  Target exchanges for metrics and exchanges are balanced measurement  Fast Track Process Design  Evolving purposeful communities  Examine relationship among multiple  Understand transactional relationships complex relationships 58
VNA and ONA Value Network Analysis Organizational Network Analysis (ONA) Focused on interactions among roles Focused on relationships among and deliverables people Supports improving the value created Supports improving the structural in and for the network properties of the network to improve the flow of knowledge and ideas Nodes are roles Nodes are unique entities Links are transactions Links are relationships Can be done in a matter of hours May require survey development, analysis, specialized software 59
http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm Personal Networks
Networks and Performance Research on Top Performers shows that they: • …develop open networks to minimize insularity • …maintain balanced ties across organizational lines • …position themselves at key points in a network • …tend to invest in relationships that extend their expertise • …understand the value of networks Rob Cross, Robert J. Thomas, and David A. Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped,” Accenture Institute for High Performance Business, April 2006 61
Personal Networks Matter 6
Personal networks: the premise People who live in the intersection of social worlds are at higher risk of having good ideas. – Ron Burt 63
Diversity PM NM KS MK PP AB NS RR KF DG SK RC AB DC MB BG SA PM AL GP • Organization • Social Ties • Expertise • Geographic location • Age, Tenure • Hierarchical position 64
Activity (Page 6) • Who is more likely to have access to new ideas? – Tom – Marion • Why? 65
Structural Position Matters Source: “How Top Talent Uses Networks and Where Rising Stars Get Trapped” 66
Personal Network: Purpose Focus Purpose How to Develop Operational Getting work done Identify people who can efficiently block or support a project Personal Develop and maintain Participate in professional skills and professional reputation associations, clubs, and physical and online communities Strategic Figure out and obtain Identify lateral and support for future vertical relationships priorities and challenges outside your immediate control Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007 67
Social Media Personal SM 68
it’s not who you know, it’s where you know Stowe Boyd
Finding and making connections • Research people • Find connections • Make yourself findable •Join groups
Keeping track •Family, Friends, Colleagues intermixed • Easy to look up “friends in common” • Photos and videos engage • Easy to acknowledge others
Keeping Up Twitter keeps me in touch with people who are friends of my ideas. I know about their projects and current obsessions; they know about mine. – Jay Rosen
Social Learning : Expanding Your Network
The power of a Hashtag • Hashtag: any sequence of characters preceded by a #: – No internet service until Monday? #charter #fail • Twitter chats – Scheduled, facilitated conversations 74
Join a Twitter Chat #acadv A weekly chat for professional academic advisors and all those interested in academic advising. @AcAdvChat Click for info 75
Social Learning : Expanding Your Network Discover, Find, Follow
We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart You can’t manage a network; you can only and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a manage its context. new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to
• patti@pattianklam.com •http://www.pattianklam.com •http://www.twitter.com/panklam Thank you. Question 78

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NetWorkShop: Boston Facilitators Roundtable

  • 1.
    NetWorkShop Patti Anklam Boston Facilitators Roundtable December 2, 2011
  • 2.
    I’ve become convincedthat understanding how networks work is an essential 21st century literacy. Howard Rheingold
  • 3.
    Agenda • Knowledge-sharing activity •The language of networks • Networks in organizations • Networks and nonprofits • Value network analysis • Social media and personal net work 3
  • 4.
    Knowledge Flows inNetworks • Something you want to share • 141 characters or less • Stand up, find someone to “tweet to” • Listen to someone else’s tweet • Retweet • Repeat 4
  • 5.
  • 6.
    We live innetworks all the time • We live in networks all the time: communities, organizations, teams • There is science to support the understanding of network structure • The structure of a network provides insights into how the network “works” • Once you understand the structure, you can make decisions about how to manage the network’s context • Network analysis tools help you understand the structure 6
  • 7.
    The Premise: NetworksMatter • The complexity of work in today’s world is such that no one can understand – let alone complete – a task alone – Individual-individual – Team-team – Company-company – Eco-system to eco-system • Strong networks are correlated with health: – People with stronger personal networks are more productive, happier, and better performers – Companies who know how to manage alliances are more flexible, adaptive and resilient – Our personal health and well-being is often tied to our social networks 7
  • 8.
    Networks and WorkPerformance 8
  • 9.
    Networks and Well-Being •In life: – People with strong networks have a better chance of full recovery from heart attacks – We are defined by the networks we are in • Obesity studies • Smokers Source: New York Times, May 22, 2008 9
  • 10.
  • 11.
    The new scienceof networks • Beginning in the 1990’s computer science made it possible to map and analyze large social networks. • Insights became accessible to 2009 the public. 2004 2009 2002 • By 2009, network science and analysis are accepted practice 2003 in science and 2004 management 2002 11 2002
  • 12.
    Network Perspective Node • If it’s a network, you can map it: – People-people – Group-group – Within organizations – Across organizations Tie • A network is a collection of entities linked by a type of relationship • All networks have common properties and can be analyzed – Information artifacts – Ideas & issues 12
  • 13.
    A Classic Case 13 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 14.
    Table Activity (Page2 of Handouts) • Take five minutes and discuss at your table • What do you see in the map on the right that might be dissonant with the organization chart? • If you were responsible for this organization, what questions would looking at this map raise for you? 14 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 15.
    A Classic Case 15 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 16.
    A Classic Case 16 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 17.
    A Classic Case 17 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 18.
    A Classic Case 18 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
  • 19.
    It’s all aboutQuestions Patterns provide insights that provoke good questions. Full stop. 19
  • 20.
    Types of metrics StructuralMetrics Centrality Metrics • Look at the whole network • Look at positions of and its components: individuals in the network: – Density of interactions – Connectors – Average degree of separation – Boundary spanners – Silos or stovepiped – Isolates organizations 20
  • 21.
    Types of metrics StructuralMetrics Centrality Metrics • Look at the whole network • Look at positions of and its components: individuals in the network: – Density of interactions – Connectors – Average degree of separation – Boundary spanners – Silos / stovepipeds – Isolates • Good for comparing • Good for identifying groups within networks or people who are well for comparing changes in a positioned to influence the network over time network or to move information around For both the network as a whole and individuals, it is also possible to measure the diversity of the network: the extent to which people interact with people outside of their own demographics or areas of expertise. 21
  • 22.
    The Unit ofAnalysis: The Relationship 22
  • 23.
    Interpreting Results “I interactwith this person twice a month I understand this person’s knowledge and or more” skills (Agree or Strongly Agree) Density: 11% Density: 28% Distance: 2.7 Distance: 1.8 23
  • 24.
    Identifying Key People Whoare the people who are best positioned to move information through the network? 24
  • 25.
    Table Activity (Page3 of Handout) • Based on this data: • Who should Jerry appoint as his successor? • Who do you think Jerry actually appointed as his successor? Why? 25
  • 26.
    Moving Into Action Waysto change patterns in Practices from the KM/OD Repertoire networks Create more connections Make introductions through meetings and webinars, face-to-face events (like knowledge fairs); implement social software or social network referral software; social network stimulation Increase the flow of knowledge Establish collaborative workspaces, install instant messaging systems, make existing knowledge bases more accessible and usable Discover connections Implement expertise location and/or; discovery systems; social software; social networking applications Decentralize Social software; blogs, wikis; shift knowledge to the edge Connect disconnected clusters Establish knowledge brokering roles; expand communication channels Create more trusted relationships Assign people to work on projects together Alter the behavior of individual nodes Create awareness of the impact of an individual’s place in a network; educate employees on personal knowledge networking Increase diversity Add nodes; connect and create networks; encourage people to bring knowledge in from their networks in the world 26
  • 27.
    Organizational Networks Summary •The science of networks has brought insights into the structure of organizational networks • Organizational network analysis lets us map relationships that reveal the informal networks through which work gets done • Developing and sharing these maps helps organizations improve collaborative capacity, overcome obstacles to effective sharing, and redesign their work relationships • Results are a guide to asking good questions and should never be interpreted as an “answer” 27
  • 28.
  • 29.
    Networks and Nonprofits Traditionaland Network Approaches to Grantmaker Challenges Source: Catalyzing Networks for Social Change, Monitor Institute + GEO 29
  • 30.
    Mapping Task: FindConnections & Alignment Boston Green and Healthy Building Network 2005: How well do you know one another? 30 From New Directions Collaborative Case Study, http://www.ndcollaborative.com/services/networks/case-studies/68-ghbn
  • 31.
    Network Building Questions •What are the key tasks of network building? • What activities would you undertake to “knit this net”? • What mechanisms might you put in place? 31
  • 32.
    Network Progression Connectivity Alignment Production Definition Connects people to allow Aligns people to develop Fosters joint action easy flow of and access and spread an identity and for specialized to information and collective value outcomes by aligned transactions proposition people Key task of Weaving – help people Facilitating – helping Coordinating – network meet each other, people to explore helping people plan “builder” increase ease of sharing potential shared identity and implement and searching for and value propositions collaborative actions information 32 From: Net Gains – Version 1.0, Madeleine Taylor and Peter Plastrik (http://www.arborcp.com/articles/NetGainsHandbookVersion1.pdf)
  • 33.
    Green & HealthyBuildings Network • Convene – In person and subsequently with mix of in-person and telecalls • Connect – Identify areas of mutual interest – Share success stories – Engage in joint problem solving • Communicate – Gives & gets – people wanting and having contacts • Coordinate – Joint meetings with city hall • Collaborate – Look for specific projects engaging multiple of the network’s members 33
  • 34.
    Network Building 2007: Howwell do you know one another? 34
  • 35.
    A Design Language:Network Building • Purpose • Structure • Style • Value-producing mechanisms 35
  • 36.
  • 37.
    What is avalue network? • A web of relationships that generates economic or social value through complex dynamic exchanges of both tangible and intangible benefits. • Any purposeful organization or network functions as a value network - Verna Allee http://www.valuenetworksandcollaboration.com 37
  • 38.
    Mapping the Ecosystem •How does the work actually get done? • What is the value that the network or organization creates? • How efficiently is the work being done? • Where are opportunities for improving value and efficiency? 38
  • 39.
    Basic elements formapping value 39
  • 40.
    Value Network Modeling Tangible (Formal) Deliverables Roles Intangible (Informal) Interactions 40 © 1997-2011 Value Networks, LLC All rights reserved.
  • 41.
    Shift is tofocus on Roles • A role is not necessarily the same as a group, company, or function – One person or group might play 2- 3 key roles – Roles are different from job descriptions or job titles • If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition 41
  • 42.
    …and the valueexchanges among them Tangible Deliverables Goods, services, revenue (traditional value chain) – all contractual or mandated activities that directly generate or deal with revenue or funding. Intangible Deliverables Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc. Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc. © 1997-2011 Value Networks, LLC All rights reserved. 42
  • 43.
    Value exchanges andinteractions • What are the deliverables? (Contracted or mandated?) • How does the deliverable move through the network? • What are the intangible exchanges that flow through the network? (Informal, extras?) http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html 43
  • 44.
    Formal (Tangible) Deliverables Orders Proof of Concept AgResearch Revenue Commercialization Market Products Market Research Participants Commercializers AgR Developers Payments Strategic Direction Fees Payout Proof of License Concept Market Research Concept Investors Proof of Principal IP AgR Investors Ideas Strategic Direction IP Rights Research Can take up Outcomes Proposals to twelve Contract AgR years from Science Researchers Funders idea to Terms of market. Referernce © 1997-2011 Value Networks, LLC All rights reserved. 44
  • 45.
    Informal Deliverables DefineCollaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 45
  • 46.
    Informal Deliverables DefineCollaboration Market Pull Orders Expertise Expertise Proof of AgResearch Competitive Concept Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 46
  • 47.
    Informal Deliverables DefineCollaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Credibility Strategic Direction Capability Credibility IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 47
  • 48.
    Informal Deliverables DefineCollaboration Market Pull Expertise Orders CompetitiveCompetitive Advantage Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Ideas Feedback Credibility Purpose Opportunities Strategic Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 48
  • 49.
    Informal Deliverables DefineCollaboration Market Pull Expertise Orders Competitive Proof of Concept AgResearch Advantage Revenue Commercialization Market Products Market Research Participants Commercializers Market Feedback Opportunities AgR Developers Experts Payments Strategic Direction Credibility Market Fees Payout Proof of Pull Concept License Market Prestige Research Concept Investors Proof of Market Principal Feedback IP AgR Investors Market Validation Credibility Strategic Feedback Feedback Purpose Ideas Opportunities Capability Strategic Credibility Direction IP Rights Strategic Research Capability Outcomes Proposals Contract AgR Intangibles Science Purpose Researchers keep the Funders Public relationships Informaiton Terms of Referernce alive. Credibility Referrals © 1997-2011 Value Networks, LLC All rights reserved. 49
  • 50.
    ValueNet Works™ Methodology • Purpose Scope • Boundaries • Determine the level of detail Roles and • Ecosystem players participants • Stakeholders • Tangibles Transactions • Intangibles and deliverables • Sequence • Participants and roles Analysis • Exchange analysis 50
  • 51.
    Analysis • Insight level – “Aha’s” that occur through the mapping process • Exchange analysis – Looking at the structure of the network – Redundant and overlooked activities • Impact analysis/process improvements © 1997-2011 Value Networks, LLC All rights reserved. 51
  • 52.
    A Big “Aha” Asenior VP in the professional services arm of a large telecommunications equipment provider looked at this map that his executives had made and said, “That’s scary.” What’s missing? 52
  • 53.
  • 54.
    Activity (Pages 4and 5) You are designing a major change initiative for a client. What would be your ideal design for a system to support the organization's change process? 54
  • 55.
    Step 1. Identifythe Roles Agree on 4 or 5 major roles in the process. Place the names of the roles on individual sticky-notes Position these on the flip chart, trying to place the roles that will be more “central” toward the middle Allow spacing so that you can draw lines that will not overlap 55
  • 56.
    Step 2. Identifythe Transactions Start with the tangible transactions Using one color of marker, draw lines from one role to another and label the line with the name of the deliverable. Then do the intangible transactions using another color pen No two-way arrows! 56
  • 57.
    Summary/DeBrief (Exchange Analysis) •What is the overall purpose of the network? • What is the balance between tangible and intangible exchanges? What does the balance (or lack of balance) signify • Are there places people need to be engaged in exchanges, or offering value, but aren’t? • What would happen if roles disappeared or were combined? 57
  • 58.
    How are companiesusing VNA?  Developing a business “web”  Reconfiguring the organization  Identifying the key stakeholders and  Mergers and acquisitions relationships  Integrating new groups  Finding gaps or areas needing  Process redesign development  Develop scorecards  Ensuring that relationships and value  Target exchanges for metrics and exchanges are balanced measurement  Fast Track Process Design  Evolving purposeful communities  Examine relationship among multiple  Understand transactional relationships complex relationships 58
  • 59.
    VNA and ONA ValueNetwork Analysis Organizational Network Analysis (ONA) Focused on interactions among roles Focused on relationships among and deliverables people Supports improving the value created Supports improving the structural in and for the network properties of the network to improve the flow of knowledge and ideas Nodes are roles Nodes are unique entities Links are transactions Links are relationships Can be done in a matter of hours May require survey development, analysis, specialized software 59
  • 60.
  • 61.
    Networks and Performance Researchon Top Performers shows that they: • …develop open networks to minimize insularity • …maintain balanced ties across organizational lines • …position themselves at key points in a network • …tend to invest in relationships that extend their expertise • …understand the value of networks Rob Cross, Robert J. Thomas, and David A. Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped,” Accenture Institute for High Performance Business, April 2006 61
  • 62.
  • 63.
    Personal networks: thepremise People who live in the intersection of social worlds are at higher risk of having good ideas. – Ron Burt 63
  • 64.
    Diversity PM NM KS MK PP AB NS RR KF DG SK RC AB DC MB BG SA PM AL GP • Organization • Social Ties • Expertise • Geographic location • Age, Tenure • Hierarchical position 64
  • 65.
    Activity (Page 6) •Who is more likely to have access to new ideas? – Tom – Marion • Why? 65
  • 66.
    Structural Position Matters Source: “How Top Talent Uses Networks and Where Rising Stars Get Trapped” 66
  • 67.
    Personal Network: Purpose Focus Purpose How to Develop Operational Getting work done Identify people who can efficiently block or support a project Personal Develop and maintain Participate in professional skills and professional reputation associations, clubs, and physical and online communities Strategic Figure out and obtain Identify lateral and support for future vertical relationships priorities and challenges outside your immediate control Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007 67
  • 68.
  • 69.
    it’s not whoyou know, it’s where you know Stowe Boyd
  • 70.
    Finding and makingconnections • Research people • Find connections • Make yourself findable •Join groups
  • 71.
    Keeping track •Family, Friends, Colleagues intermixed • Easy to look up “friends in common” • Photos and videos engage • Easy to acknowledge others
  • 72.
    Keeping Up Twitter keeps me in touch with people who are friends of my ideas. I know about their projects and current obsessions; they know about mine. – Jay Rosen
  • 73.
    Social Learning :Expanding Your Network
  • 74.
    The power ofa Hashtag • Hashtag: any sequence of characters preceded by a #: – No internet service until Monday? #charter #fail • Twitter chats – Scheduled, facilitated conversations 74
  • 75.
    Join a TwitterChat #acadv A weekly chat for professional academic advisors and all those interested in academic advising. @AcAdvChat Click for info 75
  • 76.
    Social Learning :Expanding Your Network Discover, Find, Follow
  • 77.
    We often tryto understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart You can’t manage a network; you can only and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a manage its context. new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to
  • 78.
    • patti@pattianklam.com •http://www.pattianklam.com •http://www.twitter.com/panklam Thank you. Question 78