35. Patterns of network growth Patti Anklam May 2010 16 Emergent Hub-and-Spoke Multi-hub Core Periphery Time Where most network-building begins Source of network maps: Valdis Krebs and June Holley Self-sustaining network
55. Performance at Work Patti Anklam May 2010 25 In corporations: High performers have better networks People with better networks stay in their jobs longer Network-savvy managers are more likely to be promoted People with higher social capital coordinate projectsmore effectively Impact on Attendees of Business Leadership Program (BLP) at Raytheon Corporation “Teaching Executives to See Social Capital”University of Chicago Graduate School of Business, November 2005 Ron BurtDon Ronchi
56. Quality of Life 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 The greater our sense of community, the healthier we are Patti Anklam May 2010 26
72. Examination: Organizational Network Analysis Patti 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
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.
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.
86. Empower leadership changesTools for Transitions Patti Anklam May 2010 37 There are few new tools, but thinking in network terms alters the way we use the tools at hand
113. Design the networkInnovation Patti Anklam May 2010 45
114. Barriers Patti Anklam May 2010 46 Fragmentation Lack of integration along functional lines “Handoff” of ideas rather than joint development Process/review inefficiencies Domination Small number of people hold fast to established model Network overly influenced by a few people Insularity Access 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. Practices Patti Anklam May 2010 47 Create network-centric ability to sense and respond Network weaving – awareness of who knows what Develop an ability to test and refine an opportunity Work through people in specific network positions Leverage energy Ensure that organizational context supports collaboration Budget Incentives, motivation Driving results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth, Rob Cross and Robert J. Thomas, Jossey-Bass, 2009
153. Spigit Idea market Voting and ranking Commenting Conversations Patti Anklam May 2010 62
154. Net Work = http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm
155. A new way to see: The network lens You can design a network Selecting appropriate elements of purpose and style You can examine it Looking at its structure, value flow, or relationships You can create or respond to change By understanding the network’s context and its properties Patti Anklam May 2010 64
156. This is Net Work. Patti Anklampatti@pattianklam.comhttp://pattianklam.com/ http://www.twitter.com/panklam Blog:http://pattianklam.com/blog Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World Elsevier/Butterworth-Heinemann 2007 65
Notes de l'éditeur
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.
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.
In my book, Net Work, I describe a framework for thinking about and talking about networks.http://www.athenryac.com/time-set-goals
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.
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.
“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.
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.