Net Work Shop For Network Creation
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The document provides an overview of building and sustaining networks. It discusses key concepts like: - Understanding networks through their purpose, structure, style, and value properties. - Examining networks using tools like organizational network analysis and value network analysis to assess relationships and flows of value. - Designing networks by defining their purpose, structure, style, and value up front. - Using collaboration tools and social media to facilitate interaction and information sharing within a network.
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Net Work Shop For Network Creation
- 1. Net Work:Building and Sustaining a NetworkPatti AnklamJune 24, 2009A NetWorkShop
- 2. Outline for the Day
- 3. GoalsPrepare you to launch an apprenticeship networkUnderstanding networksUsing collaborative tools Setting up for success
- 5. Networking is about making and leveraging personal connectionsHow I got here today: I met Beth Kanter via John Smith, whom I know from CPsquare. Beth and I connected at a workshop for Rare Conversation. She then referred me to you, the client.
- 6. Net Work is about identifying, creating, and sustaining networks
- 7. What is a network?“An interwoven or interrelated number of things…”
- 8. Your networksGroups and organizations that you belong toFormal networksInformal networksThe individuals you interact with, have relationships with, and to whom you can reach out8
- 9. Formal networksOften centralized or hierarchicalFixed relationshipsDefined patterns of information flow9
- 10. Informal networks“How work gets done”Key people exchange ideasand pass informationDrive social capital10
- 11. History of the Network PerspectiveNew York Times, April 3, 1933
- 12. 1967: Six Degrees of SeparationOmahaBostonStanley Milgram, Yale University
- 13. The new science of networksBeginning in the 1990’s computer science made it possible to map and analyze large networksBeginning in 2002-2003, the network insights started to become accessible
- 14. BusinessWeek, February 27, 2006
- 15. What we learned from the scienceNetworks can be drawnRelationships (links) among people (nodes) can be analyzed:Counted, summed, averagedGrouped, segmentedPatterns matter11%2.581
- 16. Purpose
- 17. Structure
- 18. Style
- 19. ValueThe network view provides access to understanding a network’s properties
- 20. Network Properties: PurposeAid and support people, environmentCreate economic gain for stakeholdersPractice-focused learning and personal developmentGenerate and collaborate in creating and using ideasNurture emotional and affiliative relationships17
- 21. Purpose drives the design factorsWhat networks are you in?What would these look like if you drew them?What do the leadership models look like for these?What roles do you play in each of them?What value do you receive from them?What value does the network itself produce?
- 22. Your Networks
- 23. Network Properties: StructureHub and Spoke: Starting ContextRandom Connections: DiscoverableHierarchy: Command and ControlStovepipesCore/Periphery: Healthy End StateHeterarchy: Teams
- 24. The structure changes as the network growsHub & SpokeScattered ClustersCore/PeripheryMulti-hub Small WorldSource: Valdis Krebs
- 25. Structure of TiesStrong ties: Close, frequentReciprocalWeak tiesInfrequent interactionNo emotional connectionAbsent tiesNo personal connection beyond “nodding”
- 26. Patterns of Individual RolesPeripheral specialistsInformation brokerCentral connectorInfluencer23
- 27. Different structures for different types of work24
- 28. Network Properties: Style What are members like?
- 29. How does it “feel” to be in the network?
- 30. How does it engage its members?
- 31. How is it led?Locus: Place, Space, and PacePhysical placeCampaign events bring the networks into a physical placeVirtual spaceInternet interactions, collaboration spaces, email conversations, etc. PaceFrequency of interactions in the network
- 32. CultureCore values, shared valuesTrust and reciprocityTransparencyShared symbols, rituals, languageAppropriate to the current culture and norms27
- 33. Types of interactionTransactionalExchange of explicit informationDriven by action, tasks, commitmentsKnowledge-basedStructured in a learning networkImplicit sharingPersonalDeveloping stronger ties by sharing information about yourself
- 35. Network Properties: ValueWhat value is associated with the network’s purpose?
- 36. WII-FM (“What’s in it for me?”)
- 37. Connections?
- 38. Knowledge?
- 39. Competencies?
- 40. Resources?
- 41. Something else?
- 42. How does value flow within the network?Ways to think about ValueA 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.
- 43. SummaryYou can characterize networks by looking at purpose, structure, style, and value propertiesCreating and sustaining successful networks means paying attention to all of these attributes
- 45. Your personal (“ego”) network You and the people you are connected toThe connections among themThe people they can connect you to
- 46. Personal network activitiesCreate and sustaining relationshipsAsking for helpHelping when asked Creating ties and links – making introductions What are the ways that you sustain your relationships?Purposeful maintenance Looking for effective structure Watching for diversity
- 47. Effective personal networksDunbar’s number: 150Your networkFamily & close friendsWork colleaguesActivity friendsYou can map your personal network36
- 48. Exercise: Mapping Your “Ego” Network
- 49. Views of the personal networkCompositionRole(s)PositionLeaderSponsorLeaderCore memberActive participantPeripheral member
- 50. The sum of your personal networks…Contributes to the overall success of the Apprenticeship networkHow can you leverage your existing relationships and bring them into the network?Are you a broker? Able to make connections?Are you good at keeping a group “on the same page”?Do you contribute expertise when called on?Do you pass information across group boundaries?
- 51. Tools for Net Work
- 52. Tools for Net WorkDesignPurpose, structure, style, and valueExaminationAssessments, surveys, interviewsOrganizational network analysisValue network analysisComplex sensemakingTransitionShift purpose, structure, style, value
- 54. Using a map to design a networkNew England Healthcare Institute (NEHI)Transformation of healthcareBased on collaborationamong all constituentsto identify and solvespecific systemicproblemsHealthy interpersonalnetworks was a happyside effect
- 55. Tools for Examination: ONAOrganizational network analysis (ONA)Often referred to by more generic term, SNA (social network analysis), an emerging competency among businesses and nonprofitsView of personal interactions among individualsA senior VP, the VPs reporting to him, and their reports understood when they saw this map of their interaction frequency, that they were not as collaborative as they prided themselves on being.
- 56. Methodology for ONA – “Full” NetworkUnderstand the contextCollect data – surveys, interviewsAnalysisVisualMathematicalInterpretationActionColors indicate geographic regions
- 57. #25 is the network leader
- 58. #14 is due to retire next yearTools for examination: VNAValue Network Analysis (VNA)Pioneered by Verna Allee, a rich methodologyView 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.
- 59. Tangible exchanges represent deliverablesTechnologyCompaniesCoachingFundersHardwareCourseFundingFundingMaterialsSoftwareCurriculumProgramITFulfillmentInstructionLiteracyProjectEducatorsClassesTimeVenueSkillsEquipmentClassStudentsSalaryMaterialsReportProgramPlanningFunding forReportSchoolSalariesDistrictProgramGREEN = TangiblesPlanning
- 60. Intangible exchanges reflect richer sources of valueGREEN = TangiblesBLUE = Intangibles
- 61. The Life Cycle of Networks
- 62. Managing NetworksYou can’t manage a network, you can only manage its contextSlight alterations in the structure can create significant change over timeLook for “safe-fail”experiments
- 63. Lunch Topic:Talk about a successful network that you are part of.Why do you think it’s successful?What lessons would you take from it?
- 65. The Sum of your Personal Networks
- 67. Value Network Analysis ProcessIdentify the networkIdentify the participantsUnderstand the rolesDistinguish tangible and intangible
- 68. Technologies for Net Work
- 69. Let’s talk technology: LinkedIn
- 70. Living life online: Facebook
- 72. Social Media – What’s the Point?Maintain relationshipsSituational awarenessDaily or weekly travel or whereaboutsSignificant changesHear about ideas, resources you might not be seeking out but that are relevant to youObtaining personal insights into professional colleagues leads to more trusting relationshipsMaking explicit new connections as you see the need
- 73. Collaboration Spaces“Corporate” heavyweights:Microsoft SharePointLotus SamePlaceSoftware “in the cloud”NingGroupsiteHuddle
- 74. Collaboration Platforms – Ning
- 75. Making it Work
- 76. Step 1: Making What Work?Be clear on the purposeConnect?Collaborate?Connect and Collaborate?MembersWho’s in the map? Who should be on the map?What are the online tasks and engagements
- 77. Step 2: Create ScenariosWhat are the specific ways that users will collaborate?What “objects” will they collaborate with?PagesFilesDiscussionsHow do the exchanges in the value network map actually happen?
- 78. Exercise: Scenario SeekingThink of a work collaboration “event” You wanted to share a documentYou needed something from someoneYou wanted to work with someone You wanted comments on a plan or a documentYou wanted ideasWhat happened?Tell it to your neighborNeighbor: take notesSwitchNote takers report back highlights. What did you hear?
- 80. Step 3. Match needs to available tools
- 81. Free tools have limitsSupport only if you pay for itAll require some kind of upgrade to Remove the adsAdd your own logo, special look and feelStorage maximum:Groupsite: 25MB free for files, then $9/mo for up to 3GBHuddle: 1GB free, then $10/mo for up to 2.5GBNing: 10GB free, then 9.95/month for 10GB more
- 82. Step 4. Assign Roles
- 83. Step 5. Pilot a spaceIdentify the stewardBring a small number of people into the spacePopulate the spaceFilesDiscussionsEventsLessons learnedIs the file folder structure ok?Do people need more training?What will make it successful?
- 84. Tips for Success with Online GroupsEveryone is clear on the purposeRoles and responsibilities are clearly defined“How to”s for scenarios are clearly documentedEveryone who needs help learning and getting used to the tool should have the help they needThere must be an active steward whose job it is to keep the community activeListen to what members say and make changes when you need toMake sure the content is valuable to the membersPut things in the space that people cannot get elsewhere
- 85. It’s Connection AND CollaborationKeep weaving the netEngage members who are not using the spaceWhat’s in the way? How can you help?
- 86. Ways to improve connections
- 87. Patti AnklamNow offering [email protected]://pattianklam.com/Blogs:http://www.byeday.net/weblog/networkblog.htmlhttp://www.theappgap.com/?author_name=panklamNet Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007Thank You!