copyright © patti anklam 2007 themes from net work patti anklam boston km forum october 18, 2007
TRANSCRIPT
copyright © patti anklam 2007
Themes from
Net Work
Patti Anklam
Boston KM Forum
October 18, 2007
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Where did Net Work come from?
Advanced Thinkers
Rob Laubacher
Jenny Ambrozek
Andy Snider
Nat Welch
Paul TrevithickBarbara Kivowitz
Ken Abrams
Kate Ehrlich
Stan Ward
John Hargreave
Bruce Hoppe
Gennova
Mark Bonchek
Lynda Moulton
Larry ChaitBoston KM Forum
Seth Earley
Patti Anklam
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Central Questions
Can we create a taxonomy of types of networks? What are the differences among the types? Are there properties that all networks have in
common? Is it possible to “manage” networks?
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Themes from Net Work
If it’s a network, you can draw it ... And if you can draw it, you can understand its properties
Net work practices Net work for leadership From “networking” to “net work”
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What is a network? “An interwoven or interrelated number of things…”
American Heritage Dictionary Things: computers, neurons, transportation hubs,
cells, organizations, companies … and PEOPLE
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Networks can be created intentionally … or arise from the emergence of relationships
What matters is that we can choose to identify them and be responsible for them
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Networks change over time
Scattered Clusters
Multi-hub Small World Source: Valdis Krebs
Core/Periphery
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Different types of networks may need different structures and styles What 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? What about
?
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Net Work is about taking a network view and intentionally focusing on the properties of networks Purpose Structure
Patterns Texture
Style Place Pace Space
Value
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No, it’s not all new!
We have been living in networks all our lives But the increased awareness of structures,
principles, and heuristics gives us a “network lens”
Enabling new insights and opportunities for action
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Net Work Practices
Network Design Network Examination Network Transition
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Intentional network design looks at four aspects Purpose Structure Style Value-producing mechanisms
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Every network has a Purpose…
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…It has a Structure…
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..It has unique elements of Style…
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©Truman Company
©New England Healthcare Initiative
…and every network produces Value…
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Tools for Examination: ONA
Organizational network analysis (ONA) Often referred to by more generic term, SNA (social
network analysis), an emerging competency among businesses and nonprofits
View of personal interactions among individuals
A 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.
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Methodology for ONA – “Full” Network Understand the context Collect data – surveys, interviews Analysis
Visual Mathematical
Interpretation Action
•Colors indicate geographic regions•#25 is the network leader•#14 is due to retire next year
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Tools for examination: VNA
Value Network Analysis (VNA) Pioneered by Verna Allee, a rich methodology 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.
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Tangible exchanges represent deliverables
GREEN = Tangibles
Educators
Funders
SchoolDistrict
TechnologyCompanies
Students
Classes
ITLiteracyProject
Salary
Curriculum
Software
CourseMaterials Funding Funding
Venue
Time
Funding forSalaries
ProgramPlanning
Instruction
Coaching
Hardware
Equipment
Materials
Skills
ProgramFulfillment
Report
ClassReport
ProgramPlanning
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Educators
Funders
SchoolDistrict
TechnologyCompanies
Students
Classes
ITLiteracyProject
Salary
Curriculum
Software
CourseMaterials Funding Funding
Venue
Time
Funding forSalaries
ProgramPlanning
Instruction
Coaching
Hardware
JobApplicants
BrandLoyalty
ExpandedCurriculum
Prestige
Passion
Equipment
Materials
SkillsCompany
Connections
BrandImage
Prestige
ProgramFulfillment
Report
ClassReport
Recognition
Recognition
Recognition
Recognition
Prestige
Prestige
EmployeeSatisfaction
Volunteers
Feedback
Satisfaction
ProgramPlanning
Intangible exchanges reflect richer sources of value
GREEN = Tangibles
BLUE = Intangibles
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Tools for examination: Complex sensemaking Sensemaking framework – “Cynefin”
Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
View of the context of a problem or situation as revealed by anecdotes or stories
Distinguishing 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.
Understanding that human networks are intrinsically complex helps us learn to leverage the patterns of relationships.
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Understanding complexity provides a practical guide to network stewardship You can’t manage a network, you can only manage
its context Slight alterations in the structure can create
significant change over time But you must first look
to understand thecontext
There are tools for discovering the context
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Network Transitions
Network complexity is based on: Relationships of people within the network to one another Relationship of each individual in the network to the
network Relationship of the network to its environment
Triggers for change can be internal or external
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Tools for Transitions
Conversations for Sensemaking OpenSpace, World Café… Dialog, AI (Appreciative Inquiry)
Reformulate the mission/value proposition Changing patterns / relationships Marketing and membership mix Adjustments to place, space, and pace Empower leadership changes
There are few new tools, but thinking in network terms alters the way we use the tools at hand
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What is the Net Work of Leaders?
Network intentionally Practice network stewardship Leverage technology Create the capacity for net work Use the net work lens
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Intentional net work: changing to networked organization models
Dimension “Old” Model “New”
Structure/Control Hierarchical, designed, command & control
Network, emergent, self-managing
Relationships Competitive Cooperative
Roles Formal, fixed Informal, organic
Decision-making Rational Intuitive, synthesizing
Management is Done TO People Done WITH People
Top Management Sets Direction, manages implementation
Creates enabling environment
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New England Health Care Institute (NEHI)’s intentional network design
Academic Health Centers
Pharmaceutical Companies
Payers
Medical Schools
Professional Services
Firms
Biotechnology Companies
Research Organizations
NEHI
Employers
Medical Device
Companies
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Practice network stewardship
Pay attention to change triggers Manage the context
Enhance trust Clarify roles and responsibilities Watch for imbalances in style
Prepare for emergence
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Introduce new technologies for Collaboration Finding experts
Leverage technology to discover networks Encourage the use of technology
Blogs Wikis RSS Social networking sites
(LinkedIn, Facebook, etc.)
Embrace and leverage technology
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Create the capacity for net work Teach & reward good network behaviors Encourage outreach Bring the outside in Teach networking skills in
on-boarding programs
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Practicing net work on personal networks Successful
networks have diversity of relationships across boundaries of hierarchy, function, geography, and expertise
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Personal network analysis reveals the composition of an individual’s network Gives insights to
support how an individual manages across boundaries of geography, hierarchy, and function
“Egonet” – all ties for one individual and the connections among those ties
AB’s network
PT’s network
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Having a network view enhances the performance of key individuals
“Teaching Executives to See Social Capital”University of Chicago GSB, November 2005
Ron BurtDon Ronchi
Impact on Attendees of Business Leadership Program (BLP) at Raytheon
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Top performers…
…have a greater tendency to position themselves at key points in a network and leverage the networks around them when implementing their plans
…tend to invest in relationships that extend their expertise and help them avoid learning biases and career traps
…understand the value of networks and engage in behaviors that lead to high-quality relationships – not just big networks
How Top Talent Uses Networks and Where Rising Stars Get Trapped,” Accenture Institute for High Performance Business, April 2006
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Learn to use the “network lens”
If it’s a network, you can draw it. Pick up your pencil
If working across boundaries is really important, and is not happening, then net work tools can help you discover and respond to gaps and opportunities.
It only takes one big “aha” to shift a network
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From “networking” to “net work”
It’s not about How many networks you participate in How many people you “connect” to
It’s about How you understand your role in those networks How you connect to people
And the investment you will make in sustaining those networks and relationships
“It is the time you have spent for your rose that makes your rose so important.”
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Patti [email protected]://pattianklam.com/
Blog:http://www.byeday.net/weblog/networkblog.html
Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World
Elsevier/Butterworth-Heinemann 2007
Thank You!