Post on 13-Jan-2016
1-1-11
Energizing Change Energizing Change Through Network LeadershipThrough Network Leadership
Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics
robin.teigland@hhs.serobin.teigland@hhs.sewww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteigland www.slideshare.net/eteigland
Understanding networksUnderstanding networks
Energizing change through network Energizing change through network leadershipleadership
Today’s discussionToday’s discussion
22
33
Understanding networksUnderstanding networks− Background Background − Some network basicsSome network basics− What about power?What about power?− What about performance?What about performance?
Energizing change through network Energizing change through network leadershipleadership
Today’s discussionToday’s discussion
44
Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Ego Networks Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….
>>A person’s lifetimeA person’s lifetime
in 18th centuryin 18th centuryOne weekOne week
20082008
Fischbowl 2007Fischbowl 2007 55
……that becomes quickly outdated ….that becomes quickly outdated ….
50%knowledge
relevant
50%50%knowledgeknowledgeoutdatedoutdated
First year of First year of technical-based technical-based
educationeducation
First year of First year of technical-based technical-based
educationeducation Third yearThird yearof educationof educationThird yearThird year
of educationof education
66
7
Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?
v=pMcfrLYDm2Uv=pMcfrLYDm2U
How are these trends affecting you How are these trends affecting you and your organization?and your organization?
GrowthGrowth
TimeTime
Information and Information and knowledgeknowledge
Human Human absorptive absorptive capacitycapacity
Human capacity cannot keep up…Human capacity cannot keep up…
Cohen & Levinthal 1989Cohen & Levinthal 1989 88
99
Yet, the world is “shrinking”Yet, the world is “shrinking”
familyfamily
locallocalcolleaguescolleagues
friendfriendss
oldoldcolleaguescolleagues
colleaguecolleaguess
at other at other officesoffices
Just a Just a click click
away…away…virtualvirtual
communities communities
locallocalnetworksnetworks
old old classmatclassmat
eses
avatarsavatars
businessbusinesscontactscontacts
social social media media
contactscontacts
referralsreferrals
Everybody is connected to everybody else Everybody is connected to everybody else by no more than six degrees of by no more than six degrees of separation.separation.
““Small World Phenomenon” by sociologist Small World Phenomenon” by sociologist Stanley Milgram, 1967Stanley Milgram, 1967
Six degrees of separationSix degrees of separation
1010
1111
””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
1212
Understanding networksUnderstanding networks− Background Background − Some network basicsSome network basics− What about power?What about power?− What about performance?What about performance?
Leadership through leveraging networksLeadership through leveraging networks
Today’s discussionToday’s discussion
What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
TieTie
•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
ActorActor
1313
Liljeros 2006
Swedish hip hop artists
??Timbuktu
1414
1515
Networks of firmsNetworks of firms
Dahlin 2007
Nocom Ericsson
Telia
Nokia
TietoEnator
Uncovering networks in an organizationUncovering networks in an organization
Formal organizationFormal organization Informal organizationInformal organization
Teigland et al. 2005Teigland et al. 2005 1616
R&D organization
Individuals within a firmIndividuals within a firm
Mattsson 2004
< 1 yr1-5 yrs
5-10 yrs10-15 yrs> 15 yrs
Time at firm
1717
Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
1818
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
1919
2020
Proximal collaborationProximal collaboration
When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of
them collaborating more than them collaborating more than once a week is less than once a week is less than
10%.10%.Allen 1984
Communication still occurs within formal Communication still occurs within formal silossilos
2121
•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006
• 114 mln emails (114 mln)114 mln emails (114 mln)• 68 calendar meetings 68 calendar meetings
•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them
•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & Marketing executivesSales & Marketing executives
Kleinbaum et al 2008Kleinbaum et al 2008
Trust & reciprocity Trust & reciprocity are essential for are essential for
knowledge knowledge exchange in exchange in
networksnetworks
2222
……and most importantly, management and most importantly, management cannot mandatecannot mandate social relationships social relationships
Jan
Lars Pia
Anna
Nils
Bill
Erik
Mike
Al
AlexJohn
Eva
Hans
Miguel
Paul
2323
San Francisco
Stockholm
London
Brussels
Helsinki
MadridCopenhagen
Peripheral players between organizationsPeripheral players between organizations
Teigland 1998
Otherfirms
Electroniccommunities
2424
Dual loyaltiesDual loyalties
Loyalty
Loyalty Loyalty
Loyalty
OrganizationOrganization ProfessionalProfessionalnetworknetwork
Teigland 2003 2525
2626
Increasing job turnoverIncreasing job turnover
Time
Number of jobs
in lifetime
Estimated time at one organization in Silicon Valley:
~18 months
CNET 2000
Individuals make Individuals make choiceschoices about how they use their knowledge…about how they use their knowledge…
Knowledge resides in the minds of individualsKnowledge resides in the minds of individuals Individuals make own choices about Individuals make own choices about
knowledge knowledge −Share openly for the benefit of the organizationShare openly for the benefit of the organization−Protect and use only in work practice Protect and use only in work practice
Perception that an individual’s value is diminished if Perception that an individual’s value is diminished if share knowledgeshare knowledge
Knowledge is powerKnowledge is power−Protect and use only in external relationships Protect and use only in external relationships
for own benefitfor own benefit Knowledge leakageKnowledge leakage
−Leave the firm and take knowledge with themLeave the firm and take knowledge with them
2727
SEB
Ray-Adams & Sandberg 2000Ray-Adams & Sandberg 2000
Individuals between business firms Individuals between business firms
Interlocking Interlocking directorates of directorates of Sweden’s 110 Sweden’s 110 largest firms, largest firms,
20002000??
2828
But…….But…….
““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and
develop relations with people like develop relations with people like themselves themselves
Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990 2929
3030
What is the relationship What is the relationship between networks and between networks and
power?power?
Power: Access to and control over resourcesPower: Access to and control over resources
How does informal power arise?How does informal power arise?
3131Krebs 2004
Node 16 gains informal power, Node 16 gains informal power, weakening the boss Node 15’s weakening the boss Node 15’s
power…power…
How does informal power arise?How does informal power arise?
3232
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
Krebs 2004
Betweenness•Control over what
flows in the network•How often are you on
the shortest path between 2
individuals?
Closeness•Access to what flows
in the network•How quickly can you reach all others in the
network?
Your network position is related to power Your network position is related to power
3333Krebs 2004
3434
What is the relationship What is the relationship between networks and between networks and
performance?performance?
3535
BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
……but with very different access to resourcesbut with very different access to resources
BA
3636
Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages
•More rapid promotionsMore rapid promotions•Greater career mobilityGreater career mobility
•More adaptable to changing environmentsMore adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 3737
Performance differs based on one’s networkPerformance differs based on one’s network
Firm AFirm A
LowLowon-timeon-time
HighHighCreative Creative
HighHighon-timeon-time
Low Low creative creative
Teigland 2003Teigland 2003
HighHighcreativecreative
VirtualVirtualcommunitycommunity
Firm BFirm B
3838
……..you “hire” his or her network...you “hire” his or her network.
When you hire someone,… When you hire someone,…
3939
The strength of weak tiesThe strength of weak ties
Network A’sNetwork A’sknowledge knowledge Network D’sNetwork D’s
knowledge knowledge
Network B’sNetwork B’sknowledge knowledge
Network C’sNetwork C’sknowledge knowledge
Granovetter 1973Granovetter 1973 4040
Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
Section 1Section 1 Section 2Section 2
Improved efficiency Improved efficiency over timeover time
Stagnant Stagnant performance over performance over
timetime
Schenkel & Teigland 2008Schenkel & Teigland 2008 4141
More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are are notnot the solution the solution
4242
““Managing” networks in your organization Managing” networks in your organization
BeforeBefore AfterAfter
Anklam & Welch 2005Anklam & Welch 2005
1. Uncover networks1. Uncover networks
2. Analyze networks2. Analyze networks
3. Improve connectedness3. Improve connectedness
4343
Changing the physical layoutChanging the physical layout
4444Cross, Parise, Weiss 2006
• Open-space environment led to impromptu Open-space environment led to impromptu meetings and connections necessary for new ideas meetings and connections necessary for new ideas
and innovationsand innovations•Easy access to key individuals since no closed Easy access to key individuals since no closed
officesoffices•Increased knowledge flow of customer and Increased knowledge flow of customer and
supplier needs since awareness of their visitssupplier needs since awareness of their visits
Comparing performance across firmsComparing performance across firms
Teigland et al 2000 4545
Networking activities Networking activities recognized and recognized and rewardedrewarded at individual and unit levels at individual and unit levels
Management support for Management support for informal and formalinformal and formal networking activitiesnetworking activities across internal and across internal and external boundariesexternal boundaries Best practice task groupBest practice task group Personal initiativesPersonal initiatives
ExtensiveExtensive socializationsocialization: personnel rotation, : personnel rotation, cross-office teamscross-office teams
A A visionaryvisionary organization organization − Clearly defined mission:Clearly defined mission: ”To make technical contributions ”To make technical contributions
for the advancement and welfare of humanity”for the advancement and welfare of humanity”− Supporting core values,Supporting core values, e.g., teamwork, helpfulness e.g., teamwork, helpfulness− Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory
Hewlett-Packard (1990s)Hewlett-Packard (1990s)
Teigland et al 2000 4646
Avoid creating insular networksAvoid creating insular networks
http://www.enronexplorer.com/focus/19185# 4747
Organizational responseOrganizational response
Linear, process-based Linear, process-based organizationorganization
Linear, process-based Linear, process-based organizationorganization
IntegratedIntegratedcollaboration networks collaboration networks
IntegratedIntegratedcollaboration networks collaboration networks
Sub7Sub7
HQHQ Sub10Sub10
Sub9Sub9
Sub8Sub8
Sub13Sub13
Sub11Sub11
Sub3Sub3
Sub5Sub5
Sub4Sub4
Sub1Sub1
Sub2Sub2
Sub6Sub6
Sub14Sub14
Sub14Sub14
4848
4949
Profitable Profitable growth growth through higher through higher efficiency and efficiency and innovationinnovation− Preventing the waste of valuable resources - avoid Preventing the waste of valuable resources - avoid
reinventing the wheelreinventing the wheel− Ensuring the use of leading-edge technology and Ensuring the use of leading-edge technology and
thinking across the firmthinking across the firm− Increasing customer satisfaction through shorter lead-Increasing customer satisfaction through shorter lead-
times and consistent behaviortimes and consistent behavior− Creating a competitive cost structureCreating a competitive cost structure− Facilitating breakthrough and incremental innovations Facilitating breakthrough and incremental innovations
through combination of technologies and ideas from through combination of technologies and ideas from across and outside the firmacross and outside the firm
An An attractive workplaceattractive workplace that encourages cross- that encourages cross-functional functional co-operation across the globeco-operation across the globe− Attracting and retaining key individuals Attracting and retaining key individuals
What are the benefits of collaboration What are the benefits of collaboration networks?networks?
IBM – A company reinventing itselfIBM – A company reinventing itself
$98 bln in sales 2007 Ca. 355,000 employees
New values developed by employees in jam sessions
Dedication to every client's success Innovation that matters, for our company and for the
world Trust and personal responsibility in all relationships
5050
“Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls,
we are trusting them to make decisions and to act based on values...
In today's world, where everyone is so interconnected and interdependent…. If we're going to solve the biggest,
thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter.
And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large.
This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry
and beyond.
5151
Samuel Palmisano, IBM Chairman, President, and
CEO
5252
IBM’s Atlas shows the social network of a IBM’s Atlas shows the social network of a topictopic
and how to get to someoneand how to get to someone
Poole 2008
5353
Understanding networksUnderstanding networks− Background Background − Some network basicsSome network basics− What about power?What about power?− What about performance?What about performance?
Energizing change through network Energizing change through network leadershipleadership
Today’s discussionToday’s discussion
5454
Understanding networksUnderstanding networks
Energizing change through network Energizing change through network leadershipleadership
Today’s discussionToday’s discussion
5555
Myths and reality checks about networksMyths and reality checks about networks
I already know what is going on in my network I already know what is going on in my network Those who think they know their network the Those who think they know their network the
best are usually the ones who know the leastbest are usually the ones who know the least
We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” Informal networks can be “managed”
through changing the organizational contextthrough changing the organizational context
To build networks, you have to communicate To build networks, you have to communicate moremore
Networks can be strategically developedNetworks can be strategically developed
Adapted from Cross et al. 2002Adapted from Cross et al. 2002
5656
So, what does this mean for you?So, what does this mean for you?
An actor’s position in a social network, An actor’s position in a social network, i.e., social capital, determines in part the i.e., social capital, determines in part the actor’s actor’s opportunities and constraintsopportunities and constraints
Casper & Murray 2002Casper & Murray 2002
German German biotech biotech
scientistsscientists
High performers leverage networks High performers leverage networks (in top 20% of organization’s HR ratings)(in top 20% of organization’s HR ratings)
Structural – Position themselves at key Structural – Position themselves at key points in the network and leverage points in the network and leverage networks to get things donenetworks to get things done
Relational – Invest in relationships that Relational – Invest in relationships that extend expertise and help to avoid extend expertise and help to avoid learning biases and career trapslearning biases and career traps
Behavioral – Understand and cultivate the Behavioral – Understand and cultivate the value of networks and focus on building value of networks and focus on building high quality relationships, not just big high quality relationships, not just big networksnetworks
5757Cross, Parise, & Weiss 2006
What is Network Leadership?What is Network Leadership?
Changing the order of things… Changing the order of things… By inspiring others to see the possibilities By inspiring others to see the possibilities
and enabling them to act on them…and enabling them to act on them…
While having only a blank business card While having only a blank business card
5858
“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction
of a new order of things.” - Machiavelli
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
5959
6060
Overcoming the forces for stabilityOvercoming the forces for stability
Forces Forces for for
stabilitstabilityy
Forces Forces for for
changchangee
The The status status quoquo
Burnes 2004, Fiorina 2007Burnes 2004, Fiorina 2007
Change is almost always resisted Change is almost always resisted •People are comfortable, afraid of the unknownPeople are comfortable, afraid of the unknown
•People with power and influence want to keep it that People with power and influence want to keep it that way!way!
6161
How to overcome the forces for How to overcome the forces for stability?stability?
Create a vision of what can be differentCreate a vision of what can be different
Engage people through participation and Engage people through participation and find their “passion”find their “passion”−Create enough energy to overcome the forces Create enough energy to overcome the forces
for stabilityfor stability
Develop a sense of urgency Develop a sense of urgency −Benchmark within and outside industryBenchmark within and outside industry−Find/develop a “red hot” burning issue Find/develop a “red hot” burning issue −Revise existing or develop new standardsRevise existing or develop new standards
Income, profitability, effectiveness, efficiency, Income, profitability, effectiveness, efficiency, customer satisfactioncustomer satisfaction
Adapted from Kotter 1996
Those who energize others are higher Those who energize others are higher performers while those who drain energy performers while those who drain energy are lower performersare lower performers
- Get higher commitment from othersGet higher commitment from others- Motivate others so get resources they needMotivate others so get resources they need- Help others learnHelp others learn
How do they do this?How do they do this?- Create a compelling vision – see the possibilities and Create a compelling vision – see the possibilities and
not the roadblocksnot the roadblocks- Enable others to contribute meaningfully to achieving Enable others to contribute meaningfully to achieving
the vision – allowing them to shape the road the vision – allowing them to shape the road - Are trustworthy – honest and not driven by a hidden Are trustworthy – honest and not driven by a hidden
agendaagenda
Higher performers create energy in their Higher performers create energy in their interactions with othersinteractions with others
Cross, Baker, & Parker 2003 6262
How can you leverage the vision of others?How can you leverage the vision of others?
Management’s vision
Programmers’
vision
Vision •Best global company
•Best function
Values •Professionalism•Creative problem solving
•Responsibility•Creating new solutions
Icon Medialab
Teigland 2003 6363
Do you know who the informal key Do you know who the informal key opinion makers are in the organization?opinion makers are in the organization?
Teigland 2003
How can you engage these people?How can you engage these people?6464
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
6565
Two individuals with the same number of Two individuals with the same number of contact but with very different access to contact but with very different access to
resourcesresources
BA
6666
6767
BillDept 3
Dept 4
Dept 1
Dept 2
Barb
Structural holes Structural holes Advantages of position in information Advantages of position in information
networksnetworks
Burt 1992, Baker 2003
Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels
Look for complementary Look for complementary skills while maintaining a skills while maintaining a
balance!balance!Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006
Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond
local settinglocal setting
Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed
information information
Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise
6868
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
6969
But…….But…….
““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and
develop relations with people like develop relations with people like themselves themselves
Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 19907070
7171
Diversity can be a source of low Diversity can be a source of low performance, but also performance, but also high performancehigh performance!!
DiStefano 2003
7272
Diversity presents additional challenges Diversity presents additional challenges to achieving high performanceto achieving high performance
Surface diversitySurface diversity− Ethnic background, age, genderEthnic background, age, gender
Structural diversity (Structural diversity (difficult to seedifficult to see))− Different training/educational and occupational Different training/educational and occupational
backgroundsbackgrounds Learning histories, i.e., own patterns of information Learning histories, i.e., own patterns of information
acquisition and use acquisition and use Perspectives on analyzing and solving problems Perspectives on analyzing and solving problems Example: Basic researcher vs politician vs Example: Basic researcher vs politician vs
salespersonsalesperson
Ruuska & Teigland 2008
What are individual’s different What are individual’s different motivations? motivations?
Government•To improve public services
•Greater public good•Electorate
Business•To realize profits
•Market opportunities•Shareholders
University•“To publish or perish”•Quest for knowledge
•Global academic community
THP
7373
How can you turn conflict into How can you turn conflict into creative creative conflictconflict??
7474
?
Teigland & Ruuska 2009
High team performance comes from High team performance comes from ongoing processes of positive and ongoing processes of positive and
negative feedbacknegative feedback
7575
OtherOtherSpeaking about otherSpeaking about other
SelfSelfSpeaking about oneself or own groupSpeaking about oneself or own group
AdvocacAdvocacyy
Arguing for Arguing for own own
positionposition
High Perf.High Perf.Pos/Neg: 5.6Pos/Neg: 5.6
Medium Perf.Medium Perf.Pos/Neg: 1.9Pos/Neg: 1.9
Low Perf.Low Perf.Pos/Neg: 0.4Pos/Neg: 0.4
Losada & Losada & Heaphy Heaphy
20042004
InquiryInquiryExploring Exploring other’s other’s
viewpointviewpoint
Positive Positive – Support, – Support, encouragement, encouragement,
appreciationappreciationNegativeNegative – –
Disapproval, Disapproval, sarcasm, cynicismsarcasm, cynicism
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
7676
7777
Communicate, communicate, communicateCommunicate, communicate, communicate
Communicate Communicate continuouslycontinuously
Use at least Use at least two two communicationcommunication channels channels for important messagesfor important messages
Link Link “big picture”“big picture” with with “little picture”“little picture”
Balance and Balance and respect all respect all individuals’ interestsindividuals’ interests
But listen as well!
7878
Foster trust to build relationships Foster trust to build relationships
Coleman 2006
Practices and discipline build trust, not who you are in the formal
organization
7979
Create trust through open, balanced Create trust through open, balanced communication communication
Provide open forum for discussion between all Provide open forum for discussion between all interested individuals, e.g., virtual project spaceinterested individuals, e.g., virtual project space
Ruuska & Teigland 2008
8080
“The frequent interactions with people you have here [at headquarters] are often
attributed to trust. And over distance you have a complete void there. So you are missing one of your fundamental tools. Somehow you’ve got to overcome that. And that’s where the one-on-one calls
come in…”
Accessibility and attentionAccessibility and attention matter more matter more than physical closeness than physical closeness
What can you do with your interaction to make it more
personal?
8181
Avoid creation of an Avoid creation of an “inner “inner circle”circle” when working in teams when working in teams
Ensure information equityEnsure information equity− Avoid informing local team members before distant onesAvoid informing local team members before distant ones− Make information open to allMake information open to all− Link “big picture” with “little picture”Link “big picture” with “little picture”
Pay attention to those who are distantPay attention to those who are distant− Avoid giving more attention to those individuals who are Avoid giving more attention to those individuals who are
closer geographically or organizationallycloser geographically or organizationally− Aim to have weekly / bi-weekly one-on-one chats with all Aim to have weekly / bi-weekly one-on-one chats with all
team members where concerns can be raised and feedback team members where concerns can be raised and feedback givengiven
− Provide access to other connections in your networkProvide access to other connections in your network− Don’t assume anything - silence does not mean people Don’t assume anything - silence does not mean people
agree/disagree, care/don’t care.agree/disagree, care/don’t care.− Constantly check in and get involvementConstantly check in and get involvement
MoreMore difficult in network difficult in network organizations!!!organizations!!!
8282
Develop a Develop a rhythmrhythm in meeting frequency in meeting frequency
Rhythm determined by frequency and type Rhythm determined by frequency and type (eg face-to-face, phone) of meetings(eg face-to-face, phone) of meetings
Time between “heartbeats” depends on task Time between “heartbeats” depends on task (interdependence, complexity, schedule)(interdependence, complexity, schedule)
Face-to-face meetings pump oxygen and Face-to-face meetings pump oxygen and blood into the life of the team and its blood into the life of the team and its relationships between members - heartbeatsrelationships between members - heartbeats
Face-to-face meetings do Face-to-face meetings do notnot need to need to coincide with major decision points! coincide with major decision points! RhythmRhythm is more important.is more important.
Adapted from Maznevski 2001
8383
Heartbeat evidence Heartbeat evidence
• Meets face-to-face every six Meets face-to-face every six monthsmonths
• Meets by formal telephone Meets by formal telephone conference every two monthsconference every two months
11 33 1313997755 1111
Maznevski 2001Maznevski 2001
MonthMonth
11 33 1313997755 1111MonthMonth
• No established rhythm of face-No established rhythm of face-to-face meetingsto-face meetings
• No rhythm of contact using rich No rhythm of contact using rich mediamedia
Ineffective teamIneffective team Effective teamEffective team
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
8484
PESTEL – Leveraging external pressures for PESTEL – Leveraging external pressures for innovationinnovation
Johnson & Scholes 1997
Political
Environmental Technical
Legal Social
Economic
Organization
8585
1. What factors are affecting the organization?1. What factors are affecting the organization?2. Which of these are the most important at the present 2. Which of these are the most important at the present
time?time?3. Which of these are the most important in the next few 3. Which of these are the most important in the next few
years?years? Political
− Global, regional, and national political development (administration, political parties)
− Taxation policy− Foreign trade regulations− Labor market politics− Government stability
Socio-cultural− Population demographics− Income distribution− Social mobility− Lifestyle changes− Attitudes to work and leisure− Attitudes to consumerism− Levels of education− Changes in values/attitudes− Education conditions− Work environment conditions− Health conditions
Environmental− Ecology− Pollution conditions− ”Green” energy − Energy conservation− Waste handling
Economic− Business cycles− GNP trends− Interest rates & Exchange rates− Money supply− Inflation− Unemployment− Wage level − Private consumption and
disposable income− Public finances− Energy availability and cost
Technological− Government spending on research− Government and industry focus of
technological effort− New discoveries/development− Speed of technology transfer− Rates of obsolescence− New patents and products
Legal− Development in price and
competitive legislation− Labour market legislation− Product safety and approvals
8686
External networks are growing in External networks are growing in importance!importance!
8787
Other people around the world
Other employes around the world
Other employees in your country
Co-Workers
Friends
You
AlexEyal
Your managerRami’s manager
Hila
YaronYuval
Eduardo
Ed
Muriel
Peter
Frequent e-mails
Infrequent e-mails
Web 2.0 Collaboration
Large portion of Large portion of new ideasnew ideas and formal and formal collaboration relationships come from collaboration relationships come from external external
contactscontacts87
Problem solutions - The Goldcorp ChallengeProblem solutions - The Goldcorp Challenge
8888
Promote an open innovation attitudePromote an open innovation attitude
Not all the smart people Not all the smart people work for us. We need to work for us. We need to work with smart people work with smart people inside and outside the inside and outside the
company.company.
The smart people in The smart people in our field work for us.our field work for us.
If you create the most If you create the most and the best ideas in and the best ideas in the industry, you will the industry, you will
win.win.
If you make the best If you make the best use of internal and use of internal and external ideas, you external ideas, you
will win.will win.
Closed attitudeClosed attitude Open attitudeOpen attitude
Chesborough 2003Chesborough 2003 8989
9090
Develop participation in a Develop participation in a varietyvariety of of networks networks
Strong Strong tiesties
Weak Weak tiesties
Outside Outside organizatioorganizatio
nn
Inside Inside organizatioorganizatio
nn
SOCNETSOCNET
9191
Start your own external networkStart your own external network
Swedish International Swedish International Business School Alumni Business School Alumni
Network (SIBSAN)Network (SIBSAN)
Stanford Stanford GSB GSB
Alumni Alumni Club Club
Nobel Laureates Nobel Laureates
Government Government MinistersMinisters
StanfordStanford
9292
Go meet someone different or far awayGo meet someone different or far away
Robin and Steve Mahaley from Robin and Steve Mahaley from Duke CE in Second LifeDuke CE in Second Life
Leading through networks Leading through networks
Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision
Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks
Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions
Foster relationships through building trust Foster relationships through building trust and communication and communication
Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change
9393
Operational networks of high performersOperational networks of high performers
9494
Higher level networks provide “big picture” Higher level networks provide “big picture” information, help with decision making, and information, help with decision making, and
access to resourcesaccess to resources
External peer External peer networks provide new networks provide new ideas for process or ideas for process or product innovations product innovations
as well as new as well as new insightsinsights
Subordinates Subordinates provide technical provide technical information and information and
expertiseexpertise
Internal peer Internal peer networks provide networks provide
brainstorming, brainstorming, advice, and supportadvice, and support
External and internal External and internal clients ensure satisfied clients ensure satisfied
and profitable and profitable relationshipsrelationships
Adapted from Cross, Martin, Weiss 2006, Teigland 2003Adapted from Cross, Martin, Weiss 2006, Teigland 2003
Develop three forms of networkingDevelop three forms of networking
OperationalOperational PersonalPersonal StrategicStrategic
Purpose Getting work done efficiently
Enhancing personal and professional development
Developing and achieving future priorities
Members Mostly internal contacts and focused on current demands
Mostly external contacts and focused on current and future interests
Both internal and external contacts and focused on future
Network attributes
Depth through building strong working relationships
Breadth through reaching out to contacts who can refer you to others
Leverage through creating inside-outside links
9595Ibarra & Hunter, HBR Jan 2007
……while making sure you while making sure you create value and foster trust.create value and foster trust.
Build relationshipsBuild relationshipsbefore you need them,before you need them,
….….……
9696
People understand the gamePeople understand the game
We do have certain individuals who …blast out FYI emails…… I think a lot of it is positioning within the organization…..
I would say that 99% of those emails/articles are irrelevant…. are
deleted. If I find something interesting …… I would send it to relevant people,
but I certainly wouldn’t send it to everyone.
Whelan, Teigland, & Donnellan 2008
R&D ScientistR&D Scientist
9797
tschaut’s photostschaut’s photos
ContributioContributionn
ReciprocitReciprocityy
AccumulationAccumulation
ValueValue
The positive spiral of social networksThe positive spiral of social networks
9898
“At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the
knowledge worker....”
John Seely Brown & Estee Solomon Gray, “The People are the Company” Fast Company Issue
01, October 1995 http://www.fastcompany.com/online/01/people.html
9999
100100
Leadership and learning are indispensable to
each other.”
- John F. Kennedy
Leadership, teaching, and learning are
inextricably interlinked.
- Jack Welch
Leading and learningLeading and learning
“The rate at which individuals and organizations learn may become the only sustainable competitive
advantage, especially in knowledge-intensive industries.”
101101
Ray Stata,Chairman Analog Devices
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin Teiglandrobin.teigland@hhs.serobin.teigland@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
102102
Sources and acknowledgementsSources and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007
Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
103103
Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers
− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.
− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.
− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for
Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).
- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.
- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project
Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..
- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.
Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”,
Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network
Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a
Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf
− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for
Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).
- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.
- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project
Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..
- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.
104104