1. To Understand Performance,
Follow the Joy!
How work really gets done
Anne Murray Allen, Willamette University, head of IT strategy HP
Ink Supply Organization (retired)
Dennis Sandow, Reflexus Company
Nick Zeniuk, Retired Executive, Ford Motor Company
Peter Senge, MIT
SoL Consultant and Research members
Knowledge networks initiative
WILLAMETTE UNIVERSITY MBA
2. First things first. . .
In any work setting,
sustained high performance is only
achieved via sustained social well being,
and vice versa
WILLAMETTE UNIVERSITY MBA
4. All human systems operate as
networks
“All we ever wanted to understand is how the
work actually gets done.”
Greg Merton,
General Manager, Ink Supply Organization
(retired)
WILLAMETTE UNIVERSITY MBA
6. Research shows that any collaborative social system
(yellow boxes) will span the organizational chart.
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Hence, while the vertical org chart usually controls
resource planning and performance reporting, work
actually gets done horizontally
WILLAMETTE UNIVERSITY MBA
7. A Typical Case For Organizations Today
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A part quality escalation issue required 15 people connecting across
the organization to definitively solve a chronic problem. . . The only
common manager was the CEO!
WILLAMETTE UNIVERSITY MBA
8. But what types of networks?*
Networks of Collaboration Networks of Ambition
Builds trust and excitement Power and competition within
Knowledge is shared freely and the network
openly Knowledge is hoarded by a few
Feels generative; “magical” Feels guarded and “political”
No one wants to leave People are happy to leave when
Emergence of well being the option is presented
Emergence of separation and
pain
* Summarized from the article, “The Nature of Social Collaboration,” by Dennis Sandow and Anne Murray Allen,
Reflections Journal, May 2005
WILLAMETTE UNIVERSITY MBA
9. And what type of emotion?
Networks of Collaboration Networks of Ambition
* Summarized from the article, “The Nature of Social Collaboration,” by Dennis Sandow and Anne Murray Allen,
Reflections Journal, May 2005
WILLAMETTE UNIVERSITY MBA
11. What is involved in building
such organizations?
Organizations are a mental concept of relationship to
which people are drawn by hope, vision, values, and
meaning, along with the liberty to cooperatively pursue
them.
Healthy organizations educe behavior. . . Unhealthy
organizations compel behavior. (emphasis ours).
Dee Hock, founding CEO VISA
WILLAMETTE UNIVERSITY MBA
12. Building Trust – A reinforcing
cycle
Trusting
Understanding Collaborating
Listening
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13. Consequences of not listening to others
Increase costs
Lack of trust
Decreased
Redundancy
resources
Misunderstanding Social Separation Internal
Competition
Fear
Decrease in listening
WILLAMETTE UNIVERSITY MBA
14. Cohesive Social Systems
Focus on a worthy goal
Conversations for conservation
Accomplishment vs. change
Healthy, performance‐based organizations
o Leadership is based on contribution, not position
o Conserve curiosity and openness
WILLAMETTE UNIVERSITY MBA
15. What to measure?
Indicators of Social Well‐Being
Days absent due to illness or injury
Employee turnover rate
Response to survey question: “Would recommend this
organization to a friend as a good place to work.”
Reported pride in accomplishment
Validated pervasiveness of caring by co‐workers,
customers, and other stakeholders
Observed demonstration of joy (group and individual)
Photos
On‐site visits, listening for tone of conversations
Team celebrations (extent of participation and
number that are self‐organized)
Other ???
WILLAMETTE UNIVERSITY MBA