the zen, art and science of organizational networks
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The Zen, Art and Science of Organizational Networks
Free Your Mind And See Your Team Perform!
David KershawVP, Cloud Services
Altova GmbH
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What Is An Organizational Network?
InterestsFriendshipsQuestionsStream of thought
Team membershipResponsibilitiesDecision makingStream of action
All companies have both,
but most want to improve
this kind of network.
Social Network Organizational Network
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So, Why Is Teamwork Complicated?
What do you get when you crossa spider web with a school of
fish?
when a task is
carried outcollaboratively by
more than one
individual, the task
activities of the
various individualsalso need to be
coordinated and
integrated, further
increasing the
complexity of theteamwork effort
Familiarity, complexity, and team performance ingeographically distributed software development,
Espinosa, J. et. al., Organization Science. 18.4
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Organizational Network impact is exponential
Teams are networks
That means:
Capability goes up when you add membersTeam overhead gets crazy with size
Meet Metcalfe s Law
The PMBOKworries about this
LinkedIn likes
this!
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Think Positive!
Do not ask me again what is
already apparent in the
Organizational Network!
Organizational Networkscan be 2x as good as you think!
They help things get doneThey help us not need to do things
n(n-1) 2!!
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Beckstrom s Law
So, how great is your network?
The value added by each pair of teammatesThen sum all possible pairs
Network value must offset the high cost ofcommunication and organization
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But Remember What Didn t Happen
Subtracting negatives
results in a positive.
Simple math!
The value not lost by each pair of teammatesSum all those avoided costs
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Wait, What Avoided Costs?
Verifying informationMaking many little decisionsNegotiating uncertain situationsFinding or recreating lost itemsAsking questionsGiving work to the wrong personWaiting for inputsEtc. An organizational
network minimizes
these distractions!
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Dunbar s Number
So manylikes, so
little time
Apparently,
humans can only handle
a few social relationships
The number is roughly
150
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Let s Extrapolate!
There must be similar limits for
all kinds of information
Like tracking dozens of roles &
responsibilities across teams
But you dont have to remember
what the Organizational Network
remembers for you!
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The Allen Curve
Hold my calls,
Im in another
state!
The frequency of communication
between teammates
drops exponentially
as distance increases!
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Flip It Around, Frequency Enables Distance
Increased communication
enables greater distance
with less disengagement
An organizationalnetwork amplifies team
communication!
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So How Do We Do That?
When team members jobs are
integrated in an organizational
network everything they do is
communication!
Remove nuisance communicationUse savings for focused communicationMake the whole job collaborative
Nuisanceson slide 8!
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Put It All Together For Me!
The screenshots arefrom MetaTeam!
Some suggestions
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Small Is Beautiful
Create fine-grained teams
With specific names & limited members
To help team members prioritize
Teams as well as items of teamwork.
Try this here! Learn more here!
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Minimize Drift And Distraction
Change goals, roles & responsibilities infrequently
Let tasks, decisions & definitions change freely
So work is fluid & relationships arent in doubt.
Try this here! Learn more here!
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Reduce, Reuse And Recycle!
Lean on role conventions,
Use words that are already defined,
Store files in tasks, alternatives & responsibilities
And add new decisions to successful agendas.
Try this here! Learn more here!
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Choose Your Words
Give instructions in the most specific places,
But give feedback in aligned roles & responsibilities,
To separate doing work,
From improving how work is done.
Try this here! Learn more here!
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Thank you!
David Kershaw, PMPVP, Cloud Services
Altova GmbH
http://metateam.net