Net work creating and sustaining successful networks
Download as PPTX, PDF23 likes3,326 views
This document provides an overview of networks and how to create and sustain successful networks. It discusses attributes of networks, tools for network management, and how networks relate to leadership, innovation, and social media. The document examines different types of networks that exist in organizations, communities, ideas, the human body, and the internet. It also discusses examining network structure and managing a network's context. The key aspects of "net work" are creating, examining, and shaping a network's properties as well as stewarding the connections within the network.
More Related Content
Similar to Net work creating and sustaining successful networks (20)
Net work creating and sustaining successful networks
- 1. This is Net Work.Creating and Sustaining Successful NetworksPatti Anklam May 6, 2010
- 2. Themes from Net Work
- 4. Tools for net work
- 7. Social media
- 8. The changing landscape of connectedness
- 9. Innovation enginesAgendaPatti Anklam May 2010 2
- 10. Networks and Net Work
- 11. We live in networks all the timePatti Anklam May 2010 4There is science to support the understanding of network structure
- 12. The structure of a network provides insights into how the network “works”
- 13. Once you understand the structure, you can make decisions about how to manage the network’s contextWe live in networks of people5Source: MWH Global, Vic Gulas
- 14. Our organizations are linkedPatti Anklam May 2010 6Source: Laurie Lock Lee, http://www.optimice.com.au
- 15. Ideas are networksPatti Anklam May 2010 7
- 16. The world wide web is vastPatti Anklam May 2010 8http://www.ics.uci.edu/~wscacchi/Tech-EC/EC-EB/Internet-map.gif
- 17. Networks in our bodies are minisculePatti Anklam May 2010 9http://images.iop.org/objects/phw/world/21/10/31/PWnow1_10-08.jpg
- 18. What do we notice about these networks?Patti Anklam May 2010 10Any set of relationships is a network
- 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
- 27. All networks have common properties and can be analyzedPurposeStructureStyleValueProperties
- 28. CauseBusinessIdeaNetworksLearningFamily & PersonalPurposePatti Anklam May 2010 12
- 29. Your networksPatti Anklam May 2010 13
- 30. Learning NetworksPatti Anklam May 2010 14 Global Professional Associations
- 31. Face-to-Face Local Groups
- 32. Mailing lists
- 33. Online Communities
- 34. ConferencesCore/PeripheryHub and SpokeStovepipes (Silos)EmergentStructure15
- 35. Patterns of network growthPatti Anklam May 2010 16EmergentHub-and-SpokeMulti-hubCore PeripheryTimeWhere most network-building beginsSource of network maps: Valdis Krebs and June HolleySelf-sustaining network
- 36. Team networks
- 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 purposePatti Anklam May 2010 17
- 45. Patterns for different types of work18
- 46. Elements of StylePatti Anklam May 2010 19Place
- 47. Space
- 48. Pace
- 49. Style of interactionValuePatti Anklam May 2010 20
- 50. Understanding valueEveryNetworkProducesValuePatti Anklam May 2010 21©Truman Company
- 51. So what is “net work?”Patti Anklam May 2010 22Ability to create, examine, and shape a network’s properties
- 52. Stewardship of the connections in the network
- 53. Managing the network’s contextWhy is it important to understand networks?Patti Anklam May 2010 23
- 54. Organizational forms are changingPatti Anklam May 2010 24
- 55. Performance at WorkPatti Anklam May 2010 25In corporations:High performers have better networksPeople with better networks stay in their jobs longerNetwork-savvy managers are more likely to be promotedPeople with higher social capital coordinate projectsmore effectivelyImpact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation“Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005Ron BurtDon Ronchi
- 56. Quality of LifeIn life:People with strong networks have a better chance of full recovery from heart attacksWe are defined by the networks we are inObesity studiesSmokersThe greater our sense of community, the healthier we arePatti Anklam May 2010 26
- 57. Managing Intellectual Assets: Knowledge ManagementPatti Anklam May 2010 27
- 58. Networks and innovation It’s about Capacity:Existing capacity – where are the existing pathways?Potential capacity – does the environment support the creation of new pathways?Work Practices
- 59. Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
- 60. Idea Implementation: leveraging well-connected network members to help design the solution (and implementation) and identify and link to key resourcesDesign
- 61. Transition
- 62. ExaminationTools for Net Work
- 63. Network DesignPatti Anklam May 2010 30New England Healthcare Institute (NEHI)
- 65. Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
- 66. Healthy interpersonalnetworks was a happyside effectNetwork DiscoveryPatti Anklam May 2010 31Many people think that all post-Katrina recovery efforts are fragmented and failing. Although many of the formal organizations are falling over each other, and over the debris that is still in the streets, community networks are self-organizing and emerging in New Orleans and elsewhere in the devastated region …http://www.networkweaving.com/blog/2006/09/nola-networks.html
- 67. Design ElementsPatti Anklam May 2010 32NetworkIndividualTop-downEmergentClosedOpenOutcomeDiscoveryTransactionKnowledgeTangibleIntangible
- 68. Networks TransitionPatti Anklam May 2010 33What drives transition?Plans to reassess
- 69. Discovery
- 70. Internal change
- 71. External eventsPurposeDesignGrowPerformChange orTransitionCompletion & Celebration
- 72. Examination: Organizational Network AnalysisPatti 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
- 73. Examination: Value Network AnalysisPatti Anklam May 2010 35Value Network Analysis (VNA)
- 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.
- 76. Examination: Complex Sense-makingPatti Anklam May 2010 36Sensemaking framework – “Cynefin”
- 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 TransitionsPatti Anklam May 2010 37There are few new tools, but thinking in network terms alters the way we use the tools at hand
- 87. Managing in ComplexityPatti Anklam May 2010 38You can’t manage a network, you can only manage its context
- 88. Slight alterations in the structure can create significant change over time
- 89. But you must first lookto understand thecontext
- 90. All examinations arealso interventionsMethods are already to hand
- 91. Weave
- 92. Steward
- 94. Create the capacity for net workThe Leader’s Net WorkPatti Anklam May 2010 40
- 95. WeavePatti Anklam May 2010 41 Close triangles
- 96. Know the net, knit the net
- 97. Make introductionsStewardPatti Anklam May 2010 42Pay attention to change triggers
- 99. Enhance trust
- 100. Clarify roles and responsibilities
- 101. Manage complexity
- 103. “One consistently surprising aspect of social software is that it is impossible to predict in advance all of the social dynamics it will create.” – Clay ShirkyEmbrace TechnologyPatti Anklam May 2010 43Take small steps
- 104. Practice
- 105. Find friends to practice withCreate CapacityPatti Anklam May 2010 44Reward good network behaviors
- 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
- 110. Remove barriers
- 111. Enable the culture
- 112. Change work practices
- 113. Design the networkInnovationPatti Anklam May 2010 45
- 114. BarriersPatti Anklam May 2010 46Fragmentation Lack of integration along functional lines“Handoff” of ideas rather than joint developmentProcess/review inefficienciesDominationSmall number of people hold fast to established modelNetwork overly influenced by a few peopleInsularityAccess 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. PracticesPatti Anklam May 2010 47Create network-centric ability to sense and respondNetwork weaving – awareness of who knows whatDevelop an ability to test and refine an opportunityWork through people in specific network positionsLeverage energyEnsure that organizational context supports collaborationBudgetIncentives, motivationDriving 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, nowPersonal NetworksPlayWork49
- 118. Personal Net WorkPatti Anklam May 2010 50IT’S WHO KNOWS YOU.…and what you know about them
- 119. …and what they know about you
- 120. … and what you are learning, together
- 121. … and how you work at thatSocial Media PracticesLeverage technology to discover networksEncourage the use of technology“Network productivity trumps personal productivity*”Patti Anklam May 2010 51*Stowe Boyd, “Flow: A New Consciousness For A Web Of Traffic”, http://www.stoweboyd.com/message/files/flow.pdf
- 122. Finding and Making ConnectionsPatti Anklam May 2010 52Pay attention to change triggers
- 123. Manage the context
- 124. Enhance trust
- 125. Clarify roles and responsibilities
- 126. Manage complexity
- 127. Prepare foremergence
- 128. Research people
- 129. Find connections
- 131. Manage your profileKeeping Track/Maintaining ConnectionPatti Anklam May 2010 53Pay attention to change triggers
- 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
- 140. Easy to acknowledge othersKeeping UpPatti Anklam May 2010 54A network of ideas
- 141. Follow who others follow
- 142. Show people you are listening
- 143. Be in the flowTweetdeck filters and focusesPatti Anklam May 2010 55
- 144. Reading BlogsPatti Anklam May 2010 56Subscribe to news that interests you
- 145. Your “daily paper,” customized
- 146. Organized the way that you want to readWriting BlogsPatti Anklam May 2010 57Write about what interests you
- 147. Think out loud
- 148. Engage people who may want to share experiencesTaggingPatti Anklam May 2010 58Research tool
- 149. Find others
- 150. Share my learningSocial LearningPatti Anklam May 2010 59
- 151. Integratingsocial media into innovation processes and practicesInnovation EnginesPatti Anklam May 2010 60
- 152. InnocentivePatti Anklam May 2010 61
- 153. SpigitIdea marketVoting and rankingCommentingConversationsPatti Anklam May 2010 62
- 155. A new way to see: The network lensYou can design a networkSelecting appropriate elements of purpose and styleYou can examine itLooking at its structure, value flow, or relationshipsYou can create or respond to changeBy understanding the network’s context and its propertiesPatti Anklam May 2010 64
- 156. This is Net Work.Patti [email protected]://pattianklam.com/http://www.twitter.com/panklamBlog:http://pattianklam.com/blogNet Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 200765
Editor's Notes
- #2: 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.
- #4: 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.
- #12: In my book, Net Work, I describe a framework for thinking about and talking about networks.http://www.athenryac.com/time-set-goals
- #16: 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.
- #30: 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.
- #49: “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.
- #50: 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.