Net work creating and sustaining successful networks
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Net work creating and sustaining successful networks
- 1. This is Net Work. Creating and Sustaining Successful Networks Patti Anklam May 6, 2010
- 4. Tools for net work
- 7. Social media
- 8. The changing landscape of connectedness
- 9. Innovation enginesAgenda Patti Anklam May 2010 2
- 10. Networks and Net Work
- 12. The structure of a network provides insights into how the network “works”
- 14. Our organizations are linked Patti Anklam May 2010 6 Source: Laurie Lock Lee, http://www.optimice.com.au
- 15. Ideas are networks Patti Anklam May 2010 7
- 16. The world wide web is vast Patti Anklam May 2010 8 http://www.ics.uci.edu/~wscacchi/Tech-EC/EC-EB/Internet-map.gif
- 17. Networks in our bodies are miniscule Patti Anklam May 2010 9 http://images.iop.org/objects/phw/world/21/10/31/PWnow1_10-08.jpg
- 19. Person-person
- 20. Group-group
- 21. Cross-enterprise
- 22. Cross-business
- 24. Web sites
- 26. A network is a collection of entities linked by a type of relationship
- 28. Cause Business Idea Networks Learning Family & Personal Purpose Patti Anklam May 2010 12
- 29. Your networks Patti Anklam May 2010 13
- 31. Face-to-Face Local Groups
- 32. Mailing lists
- 33. Online Communities
- 35. Patterns of network growth Patti Anklam May 2010 16 Emergent Hub-and-Spoke Multi-hub Core Periphery Time Where most network-building begins Source of network maps: Valdis Krebs and June Holley Self-sustaining network
- 37. Closely knit, focused on purpose
- 40. Ensure access to expertise where it is needed
- 41. Strong core
- 43. Links to external resources
- 44. Diversity from the peripheryStructure must support purpose Patti Anklam May 2010 17
- 45. Patterns for different types of work 18
- 47. Space
- 48. Pace
- 50. Understanding value Every Network Produces Value Patti Anklam May 2010 21 ©Truman Company
- 52. Stewardship of the connections in the network
- 54. Organizational forms are changing Patti Anklam May 2010 24
- 55. Performance at Work Patti Anklam May 2010 25 In corporations: High performers have better networks People with better networks stay in their jobs longer Network-savvy managers are more likely to be promoted People with higher social capital coordinate projectsmore effectively Impact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation “Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005 Ron BurtDon Ronchi
- 56. Quality of Life 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 The greater our sense of community, the healthier we are Patti Anklam May 2010 26
- 57. Managing Intellectual Assets: Knowledge Management Patti Anklam May 2010 27
- 59. Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
- 61. Transition
- 62. ExaminationTools for Net Work
- 65. Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
- 67. Design Elements Patti Anklam May 2010 32 Network Individual Top-down Emergent Closed Open Outcome Discovery Transaction Knowledge Tangible Intangible
- 69. Discovery
- 70. Internal change
- 71. External eventsPurpose Design Grow Perform Change orTransition Completion & Celebration
- 72. Examination: Organizational Network Analysis Patti Anklam May 2010 34 …a targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker … a mathematical and visual analysis of flows / relationships / influence between people, groups, organizations, computers or other information/ knowledge processing entities– Valdis Krebs
- 74. Pioneered by Verna Allee, a rich methodology
- 75. View 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.
- 77. Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
- 78. View of the context of a problem or situation as revealed by anecdotes or storiesDistinguishing 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.
- 81. Dialog, AI (Appreciative Inquiry)
- 82. Reformulate the mission/value proposition
- 83. Change the patterns of the relationships
- 84. Reposition the network, market to new potential members
- 85. Make adjustments to place, space, and pace
- 86. Empower leadership changesTools for Transitions Patti Anklam May 2010 37 There are few new tools, but thinking in network terms alters the way we use the tools at hand
- 88. Slight alterations in the structure can create significant change over time
- 89. But you must first lookto understand thecontext
- 92. Steward
- 94. Create the capacity for net work The Leader’s Net Work Patti Anklam May 2010 40
- 96. Know the net, knit the net
- 99. Enhance trust
- 100. Clarify roles and responsibilities
- 101. Manage complexity
- 104. Practice
- 106. Encourage outreach
- 107. Bring the outside in
- 108. Establish and transmit normsfor networking
- 109. Enhance skills in usingcollaborative networkingtechnologieshttp://www.itu.int/ITU-D/cyb/images/impact/capacity.jpg
- 111. Enable the culture
- 112. Change work practices
- 113. Design the networkInnovation Patti Anklam May 2010 45
- 114. Barriers Patti Anklam May 2010 46 Fragmentation Lack of integration along functional lines “Handoff” of ideas rather than joint development Process/review inefficiencies Domination Small number of people hold fast to established model Network overly influenced by a few people Insularity Access to external resources spread across a lot of people (i.e. not just a few people know the external sources) Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
- 115. Practices Patti Anklam May 2010 47 Create network-centric ability to sense and respond Network weaving – awareness of who knows what Develop an ability to test and refine an opportunity Work through people in specific network positions Leverage energy Ensure that organizational context supports collaboration Budget Incentives, motivation Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
- 116. Where Networks Live, Now
- 117. Where these networks live, now Personal Networks Play Work 49
- 119. …and what they know about you
- 120. … and what you are learning, together
- 123. Manage the context
- 124. Enhance trust
- 125. Clarify roles and responsibilities
- 126. Manage complexity
- 127. Prepare foremergence
- 128. Research people
- 129. Find connections
- 132. Manage the context
- 133. Enhance trust
- 134. Clarify roles and responsibilities
- 135. Manage complexity
- 136. Prepare foremergence
- 137. Family, Friends, Colleagues intermixed
- 138. Easy to look up “friends in common”
- 139. Photos and videos engage
- 141. Follow who others follow
- 142. Show people you are listening
- 145. Your “daily paper,” customized
- 147. Think out loud
- 149. Find others
- 151. Integrating social media into innovation processes and practices Innovation Engines Patti Anklam May 2010 60
- 152. Innocentive Patti Anklam May 2010 61
- 153. Spigit Idea market Voting and ranking Commenting Conversations Patti Anklam May 2010 62
- 154. Net Work = http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm
- 155. A new way to see: The network lens You can design a network Selecting appropriate elements of purpose and style You can examine it Looking at its structure, value flow, or relationships You can create or respond to change By understanding the network’s context and its properties Patti Anklam May 2010 64
- 156. This is Net Work. Patti Anklampatti@pattianklam.comhttp://pattianklam.com/ http://www.twitter.com/panklam Blog:http://pattianklam.com/blog Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007 65
Notas del editor
- 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.http://www.athenryac.com/time-set-goals
- 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.
- 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.