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Transcript of NetWorkShop: Boston Facilitators Roundtable
NetWorkShop
Patti Anklam Boston Facilitators Roundtable
December 2, 2011
I’ve become convinced that understanding how networks work is an essential 21st
century literacy.
Howard Rheingold
Agenda
• Knowledge-sharing activity
• The language of networks
• Networks in organizations
• Networks and nonprofits
• Value network analysis
• Social media and personal net work
3
Knowledge Flows in Networks
• Something you want to share
• 141 characters or less
• Stand up, find someone to “tweet to”
• Listen to someone else’s tweet
• Retweet
• Repeat
4
The New Language of Networks
http://www.dftdigest.com/images/Spyglass.jpg
We live in networks all the time
6
• We live in networks all the time: communities, organizations, teams
• There is science to support the understanding of network structure
• The structure of a network provides insights into how the network “works”
• Once you understand the structure, you can make decisions about how to manage the network’s context
• Network analysis tools help you understand the structure
The Premise: Networks Matter
• The complexity of work in today’s world is such that no one can understand – let alone complete – a task alone – Individual-individual – Team-team – Company-company – Eco-system to eco-system
• Strong networks are correlated with health: – People with stronger personal networks are more productive, happier,
and better performers – Companies who know how to manage alliances are more flexible,
adaptive and resilient – Our personal health and well-being is often tied to our social networks
7
Networks and Work Performance
8
Networks and Well-Being
• 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
Source: New York Times, May 22, 2008
9
Networks and Well-Being
10
The new science of networks
• Beginning in the 1990’s computer science made it possible to map and analyze large social networks.
2002
2002
2002
2003
2004
2004
2009
2009
• By 2009, network science and analysis are accepted practice in science and management
• Insights became accessible to the public.
11
Network Perspective
12
• If it’s a network, you can map it: – People-people
– Group-group
– Within organizations
– Across organizations
• A network is a collection of entities linked by a type of relationship
• All networks have common properties and can be analyzed – Information artifacts
– Ideas & issues
Node
Tie
A Classic Case
13 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
Table Activity (Page 2 of Handouts)
• Take five minutes and discuss at your table
• What do you see in the map on the right that might be dissonant with the organization chart?
• If you were responsible for this organization, what questions would looking at this map raise for you?
14 From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
A Classic Case
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
15
A Classic Case
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
16
A Classic Case
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
17
A Classic Case
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
18
It’s all about Questions
19
Patterns provide insights that provoke good questions. Full stop.
• Look at the whole network and its components:
– Density of interactions
– Average degree of separation
– Silos or stovepiped organizations
Types of metrics
• Look at positions of individuals in the network:
– Connectors
– Boundary spanners
– Isolates
Centrality Metrics Structural Metrics
20
• Look at the whole network and its components:
– Density of interactions
– Average degree of separation
– Silos / stovepipeds
• Good for comparing groups within networks or for comparing changes in a network over time
Types of metrics
• Look at positions of individuals in the network:
– Connectors
– Boundary spanners
– Isolates
• Good for identifying people who are well positioned to influence the network or to move information around
Centrality Metrics Structural Metrics
For both the network as a whole and individuals, it is also possible to measure the diversity of the network: the extent to which people interact with people outside of their own demographics or areas of expertise. 21
The Unit of Analysis: The Relationship
22
Interpreting Results
23
“I interact with this person twice a month or more”
I understand this person’s knowledge and skills (Agree or Strongly Agree)
Density: 11% Distance: 2.7
Density: 28% Distance: 1.8
Identifying Key People
24
Who are the people who are best positioned to move information through the network?
Table Activity (Page 3 of Handout)
• Based on this data:
• Who should Jerry appoint as his successor?
• Who do you think Jerry actually appointed as his successor? Why?
25
Moving Into Action
Ways to change patterns in
networks
Practices from the KM/OD Repertoire
Create more connections Make introductions through meetings and webinars, face-to-face events (like knowledge fairs); implement social software or social network referral software; social network stimulation
Increase the flow of knowledge Establish collaborative workspaces, install instant messaging systems, make existing knowledge bases more accessible and usable
Discover connections Implement expertise location and/or; discovery systems; social software; social networking applications
Decentralize Social software; blogs, wikis; shift knowledge to the edge
Connect disconnected clusters Establish knowledge brokering roles; expand communication channels
Create more trusted relationships Assign people to work on projects together
Alter the behavior of individual nodes Create awareness of the impact of an individual’s place in a network; educate employees on personal knowledge networking
Increase diversity Add nodes; connect and create networks; encourage people to bring knowledge in from their networks in the world
26
Organizational Networks Summary
27
• The science of networks has brought insights into the structure of organizational networks
• Organizational network analysis lets us map relationships that reveal the informal networks through which work gets done
• Developing and sharing these maps helps organizations improve collaborative capacity, overcome obstacles to effective sharing, and redesign their work relationships
• Results are a guide to asking good questions and should never be interpreted as an “answer”
Break
28
Networks and Nonprofits
29
Source: Catalyzing Networks for Social Change, Monitor Institute + GEO
Traditional and Network Approaches to Grantmaker Challenges
Mapping Task: Find Connections & Alignment
30
Boston Green and Healthy Building Network 2005: How well do you know one another?
From New Directions Collaborative Case Study, http://www.ndcollaborative.com/services/networks/case-studies/68-ghbn
Network Building Questions
• What are the key tasks of network building?
• What activities would you undertake to “knit this net”?
• What mechanisms might you put in place?
31
Network Progression
Connectivity Alignment Production
Definition Connects people to allow easy flow of and access to information and transactions
Aligns people to develop and spread an identity and collective value proposition
Fosters joint action for specialized outcomes by aligned people
Key task of network “builder”
Weaving – help people meet each other, increase ease of sharing and searching for information
Facilitating – helping people to explore potential shared identity and value propositions
Coordinating – helping people plan and implement collaborative actions
32 From: Net Gains – Version 1.0, Madeleine Taylor and Peter Plastrik (http://www.arborcp.com/articles/NetGainsHandbookVersion1.pdf)
Green & Healthy Buildings Network
• Convene
– In person and subsequently with mix of in-person and telecalls
• Connect
– Identify areas of mutual interest
– Share success stories
– Engage in joint problem solving
• Communicate
– Gives & gets – people wanting and having contacts
• Coordinate
– Joint meetings with city hall
• Collaborate
– Look for specific projects engaging multiple of the network’s members
33
Network Building
34
2007: How well do you know one another?
A Design Language: Network Building
• Purpose
• Structure
• Style
• Value-producing mechanisms
35
VALUE NETWORK ANALYSIS
What is a value network?
• A web of relationships that generates economic or social value through complex dynamic exchanges of both tangible and intangible benefits.
• Any purposeful organization or network functions as a value network
- Verna Allee
37
http://www.valuenetworksandcollaboration.com
Mapping the Ecosystem
• How does the work actually get done?
• What is the value that the network or organization creates?
• How efficiently is the work being done?
• Where are opportunities for improving value and efficiency?
38
Basic elements for mapping value
39
Value Network Modeling
Roles
Intangible (Informal)
Interactions
Tangible (Formal)
Deliverables
40
© 1997-2011 Value Networks, LLC All rights reserved.
Shift is to focus on Roles
• A role is not necessarily the same as a group, company, or function
– One person or group might play 2-3 key roles
– Roles are different from job descriptions or job titles
• If people are not clear about their roles, they can miss value-creating opportunities and are vulnerable to competition
41
Tangible Deliverables
Goods, services, revenue (traditional value chain) –
all contractual or mandated activities that directly
generate or deal with revenue or funding.
…and the value exchanges among them
Knowledge and support offerings – strategic information, collaborative design, plans, processes, policy development, etc.
Benefits that go beyond actual service such as exchanging business contacts, image enhancement, recognition, co-branding opportunities, etc.
Intangible Deliverables
42 © 1997-2011 Value Networks, LLC All rights reserved.
Value exchanges and interactions
• What are the deliverables? (Contracted or mandated?)
• How does the deliverable move through the network?
• What are the intangible exchanges that flow through the network? (Informal, extras?)
http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html
43
Formal (Tangible) Deliverables
AgResearch Commercialization
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
AgR
ResearchersContract
Proposals
IP Rights
Ideas
Science
Funders
Proof of
Principal
Research
Outcomes
Investors
Strategic
Direction
Terms of
Referernce
PaymentsStrategic
Direction
Payout
Proof of
Concept
Revenue
Market Research
Market
Research Concept
Can take up
to twelve
years from
idea to
market.
© 1997-2011 Value Networks, LLC All rights reserved. 44
Informal Deliverables Define Collaboration
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
Market Pull
AgR
ResearchersContract
Proposals
IP Rights
Credibility
ValidationIdeas
Market
Feedback
Science
Funders
Prestige
Credibility
Proof of
Principal
Research
Outcomes
Opportunities
Credibility
Credibility
Experts
Competitive
Advantage
Investors
Strategic
Capability
Strategic
Direction
Purpose
Referrals
Public
Informaiton
Strategic
Capability
Terms of
Referernce
Opportunities
PaymentsStrategic
DirectionMarket
Pull Payout
Expertise
Proof of
Concept
Revenue
Market Research
Market Feedback
Market
Research Concept
Market
FeedbackPurpose
Intangibles
keep the
relationships
alive.
AgResearch Commercialization
45 © 1997-2011 Value Networks, LLC All rights reserved.
Informal Deliverables Define Collaboration
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
Market Pull
AgR
ResearchersContract
Proposals
IP Rights
Credibility
ValidationIdeas
Market
Feedback
Science
Funders
Prestige
Credibility
Proof of
Principal
Research
Outcomes
Opportunities
Credibility
Credibility
Experts
Competitive
Advantage
Investors
Strategic
Capability
Strategic
Direction
Purpose
Referrals
Public
Informaiton
Strategic
Capability
Terms of
Referernce
Opportunities
PaymentsStrategic
DirectionMarket
Pull Payout
Expertise
Proof of
Concept
Revenue
Market Research
Market Feedback
Market
Research Concept
Market
FeedbackPurpose
Intangibles
keep the
relationships
alive.
AgResearch Commercialization
46
Expertise
© 1997-2011 Value Networks, LLC All rights reserved.
Informal Deliverables Define Collaboration
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
Market Pull
AgR
ResearchersContract
Proposals
IP Rights
Credibility
ValidationIdeas
Market
Feedback
Science
Funders
Prestige
Credibility
Proof of
Principal
Research
Outcomes
Opportunities
Credibility
Credibility
Experts
Competitive
Advantage
Investors
Strategic
Capability
Strategic
Direction
Purpose
Referrals
Public
Informaiton
Strategic
Capability
Terms of
Referernce
Opportunities
PaymentsStrategic
DirectionMarket
Pull Payout
Expertise
Proof of
Concept
Revenue
Market Research
Market Feedback
Market
Research Concept
Market
FeedbackPurpose
Intangibles
keep the
relationships
alive.
AgResearch Commercialization
47
Credibility
© 1997-2011 Value Networks, LLC All rights reserved.
Informal Deliverables Define Collaboration
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
Market Pull
AgR
ResearchersContract
Proposals
IP Rights
Credibility
ValidationIdeas
Market
Feedback
Science
Funders
Prestige
Credibility
Proof of
Principal
Research
Outcomes
Opportunities
Credibility
Credibility
Experts
Competitive
Advantage
Investors
Strategic
Capability
Strategic
Direction
Purpose
Referrals
Public
Informaiton
Strategic
Capability
Terms of
Referernce
Opportunities
PaymentsStrategic
DirectionMarket
Pull Payout
Expertise
Proof of
Concept
Revenue
Market Research
Market Feedback
Market
Research Concept
Market
FeedbackPurpose
Intangibles
keep the
relationships
alive.
AgResearch Commercialization
48
Competitive Advantage
© 1997-2011 Value Networks, LLC All rights reserved.
Informal Deliverables Define Collaboration
AgR Developers
License
Commercializers
AgR Investors
Proof of
ConceptFees
IP
Market
Participants
Orders
Products
Market Pull
AgR
ResearchersContract
Proposals
IP Rights
Credibility
ValidationIdeas
Market
Feedback
Science
Funders
Prestige
Credibility
Proof of
Principal
Research
Outcomes
Opportunities
Credibility
Credibility
Experts
Competitive
Advantage
Investors
Strategic
Capability
Strategic
Direction
Purpose
Referrals
Public
Informaiton
Strategic
Capability
Terms of
Referernce
Opportunities
PaymentsStrategic
DirectionMarket
Pull Payout
Expertise
Proof of
Concept
Revenue
Market Research
Market Feedback
Market
Research Concept
Market
FeedbackPurpose
Intangibles
keep the
relationships
alive.
AgResearch Commercialization
49
Feedback
© 1997-2011 Value Networks, LLC All rights reserved.
ValueNet Works™ Methodology
• Purpose
• Boundaries
• Determine the level of detail Scope
• Ecosystem players
• Stakeholders
Roles and participants
• Tangibles
• Intangibles
• Sequence
Transactions and deliverables
• Participants and roles
• Exchange analysis Analysis
50
Analysis
• Insight level
– “Aha’s” that occur through the mapping process
• Exchange analysis
– Looking at the structure of the network
– Redundant and overlooked activities
• Impact analysis/process improvements
51 © 1997-2011 Value Networks, LLC All rights reserved.
A Big “Aha”
52
A senior VP in the professional services arm of a large telecommunications equipment provider looked at this map that his executives had made and said, “That’s scary.” What’s missing?
Unnecessary transactions
53
Activity (Pages 4 and 5)
You are designing a major change initiative for a client. What would be your ideal design for a system to support the organization's change process?
54
Step 1. Identify the Roles
Agree on 4 or 5 major roles in the process. Place the names of the roles on individual sticky-notes Position these on the flip chart, trying to place the roles that will be more “central” toward the middle Allow spacing so that you can draw lines that will not overlap
55
Step 2. Identify the Transactions
Start with the tangible transactions Using one color of marker, draw lines from one role to another and label the line with the name of the deliverable. Then do the intangible transactions using another color pen
56 No two-way arrows!
Summary/DeBrief (Exchange Analysis)
• What is the overall purpose of the network?
• What is the balance between tangible and intangible exchanges? What does the balance (or lack of balance) signify
• Are there places people need to be engaged in exchanges, or offering value, but aren’t?
• What would happen if roles disappeared or were combined?
57
How are companies using VNA?
Developing a business “web”
Identifying the key stakeholders and relationships
Finding gaps or areas needing development
Ensuring that relationships and value exchanges are balanced
Fast Track Process Design
Examine relationship among multiple complex relationships
Reconfiguring the organization
Mergers and acquisitions
Integrating new groups
Process redesign
Develop scorecards
Target exchanges for metrics and measurement
Evolving purposeful communities
Understand transactional relationships
58
VNA and ONA
Value Network Analysis Organizational Network Analysis (ONA)
Focused on interactions among roles and deliverables
Focused on relationships among people
Supports improving the value created in and for the network
Supports improving the structural properties of the network to improve the flow of knowledge and ideas
Nodes are roles Nodes are unique entities
Links are transactions Links are relationships
Can be done in a matter of hours May require survey development, analysis, specialized software
59
Personal Networks
http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm
Networks and Performance
• …develop open networks to minimize insularity
• …maintain balanced ties across organizational lines
• …position themselves at key points in a network
• …tend to invest in relationships that extend their expertise
• …understand the value of networks
Rob Cross, Robert J. Thomas, and David A. Light, “How Top Talent Uses Networks and Where Rising Stars Get Trapped,”
Accenture Institute for High Performance Business, April 2006
Research on Top Performers shows that they:
61
Personal Networks Matter
62
Personal networks: the premise
People who live in the intersection of social worlds are at higher risk of having good ideas. –
Ron Burt
63
AB
DG
KF
KSMK
NM
NS
PM
PP
RC
RR
SK
Diversity
• Organization
• Expertise
• Age, Tenure
64
AB
AL
BG
DC
GP
MB
PM
SA
• Social Ties
• Geographic location
• Hierarchical position
Activity (Page 6)
• Who is more likely to have access to new ideas?
– Tom
– Marion
• Why?
65
Structural Position Matters
66
Source: “How Top Talent Uses Networks and Where Rising Stars Get Trapped”
Personal Network: Purpose
Focus Purpose How to Develop
Operational Getting work done efficiently
Identify people who can block or support a project
Personal Develop and maintain professional skills and reputation
Participate in professional associations, clubs, and physical and online communities
Strategic Figure out and obtain support for future priorities and challenges
Identify lateral and vertical relationships outside your immediate control
Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007
67
Personal SM
68
Social Media
it’s not who you know, it’s where you know
Stowe Boyd
Finding and making connections
• Research people
• Find connections
• Make yourself findable
•Join groups
Keeping track
•Family, Friends, Colleagues intermixed
• Easy to look up “friends in common”
• Photos and videos engage
• Easy to acknowledge others
Keeping Up
Twitter keeps me in touch with people who are friends of my ideas. I know about their projects and current obsessions; they know about mine. – Jay Rosen
Social Learning : Expanding Your Network
The power of a Hashtag
• Hashtag: any sequence of characters preceded by a #:
– No internet service until Monday? #charter #fail
• Twitter chats
– Scheduled, facilitated conversations
74
Join a Twitter Chat
#acadv A weekly chat for professional academic advisors and all those interested in academic advising. @AcAdvChat Click for info
75
Social Learning : Expanding Your Network
Discover, Find, Follow
We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We might make more headway if we thought emergently. We often try to understand problems by taking apart and studying their constituent parts. But emergent problems can’t be understood this way. Emergent systems are ones in which many different elements interact. The pattern of interaction then produces a new element that is greater than the sum of the parts, which then exercises a top-down influence on the constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture exists, it influences how the individuals in it behave. An economy is an emergent system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to
You can’t manage a network; you can only manage its context.
Question
•http://www.pattianklam.com
•http://www.twitter.com/panklam
Thank you.
78