7. Integration2 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org Volunteers?
8. But we now have to tools to better understand them (data visualization)June Holley’s Twitter friends Difference branches of science are finding similar patterns in the social, natural and economic worlds (metameme?) Research is moving into practice Digital natives are bringing network language, patterns of behavior into work, learning, community environments Self-organizing at a mass-scale is now possible… Social Networks are not new 3 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
9. Different kinds of structures 4 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org Network Constellation Partnership Task Force Collaborative Team Panel WorkGroup Unstructured Coordinating Body Organization Board Committee Institution Structured
10.
11. Fluid, inter-networked organizations that catalyze the resources of a broad range of participants will emerge as the dominant model for the global era.
12. The web is the enabling platform for innovation and collaboration. Don Tapscott & Anthony Williams, Wikinomics
13. Because networks enable: Social capital (the most important characteristic of resilient communities) Ideation and innovation Policy (formal and informal) (Social) Learning and (social) change New ways of organizing (barter, broker, volunteer, exchange, enterprise) Models for and alternatives to insufficient systems Why? 6 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
17. Building depth in network (theory & practice) so we can bring this to our collaboration-based work. Analyzing social networks so we can assess and build their capacity to meet intent. Learning, promoting and building capacity in the practice of Network Weaving so we can be more intentional and strategic about our outreach and engagement efforts. So what are we doing (& to what end)? 9 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
18. What kind of afternoon snack do you prefer? Popcorn 10 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
19. What is your greatest area of interest or focus when it comes to Southwest Oklahoma's economic and workforce development? Acting more collaboratively as a region, sharing information, assets, knowledge, etc. Cultivating talent for existing and emerging advanced technology industries Legend: Region Would it make sense to convene this group? What would they be asked to do? Growing the regional culture of entrepreneurship This map show many people in the network wanting to act more collaboratively. Those interested in cultivating talent are almost completely from the southcentral region. Those interested in entrepreneurship are quite unconnected. This may be an area for development. 11
20. Which of the following is most important to the region’s growth? Entrepreneurship Internet Technology Health Care Legend: Type of Organization Military Oil and Gas Manufacturing This map shows few people interested in health care and internet technology. Education and government dominate the entrepreneurship group while business support organizations are absent. 12
21. With whom at CSW do you work most closely? 13 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
22. With whom do you have a contractual relationship (in a previous or current contractual relationship as a grantor/grantee/business partner, or a future business development target)? 14 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org Fields of practice on the business team
23. Which of the following organizations or initiatives do you engage with for discussions around policy or strategy? 15 Corporation for a Skilled Workforce 900 Victors Way, Suite 350, Ann Arbor, MI www.skilledwork.org
Notes de l'éditeur
Ask seven people to come forward to illustrate principles. (Get bright colored string for ties).Innately social creatures. Implies a certain structure. Loosely throw around the term. Talking about the structure.
Not either or. We’re not talking about replacing all structured orgs with unstructured ones, but about using network approaches to accelerate and improve the positive outcomes in areas where networks really matter.
Team theory of change: Build resilience through collaboration, experimentation, and intentional strategic development informed by data.
Resilience:The Savannah River Research Institute manages the Community and Regional Resilience Institute, a Southeast Region Research Project supported by the Department of Homeland Security. Started with the question: How do we build resilience that helps us withstand natural or human-made disasters? (Floods, fires, etc.). Initially, there was a bias toward information and information system. But partners have since found that social networks are central to resilience. The absence of healthy social networks probably explains as much or more about what happened after Katrina than does the fact that emergency responders were on different frequencies.David Meeks, Times Picayune – 1,100 people lost their lives, most of them in their own homes.Similarly, the Center for Urban and Regional Development has a multi-year grant from the MacArthur Foundation to study regional resilience. They, too, have recently begun analyzing social networks as a way to explain why some communities can whether downturns and others not, using a methodology that Sean Safford pioneered in Why the Garden Club couldn’t save Youngstown (which is what got us into the mix). Social ChangeWorking Wikily = Heather McLeod’s research. CA Endowment from this week.NYT: Terrorism networks and are your friends making you fat?
Now Rebecca – with input from other team members – is going to walk us through some specific examples and applications.Explain Big N, small N in context of some of the maps.
Analysis can show big picture connections, gaps, and opportunities to grow the network. One of the most powerful pieces of the analysis is breaking down and examining the parts. We call these attributes. Attributes can identify specific people or ideas or themes that can be used to strategically grow or expand the network.Here we have the map of an attribute that shows all the federal level connections at CSW from people who responded they prefer popcorn as an afternoon snack. Each square represents an individual or organization – we call these nodes. The lines in between we call links. There are many yellow nodes because we don’t know what they prefer. These are the individuals/organizations that did not take the survey as they were chosen from the list or added. We can see that there are a few similarities between Lisa, Ed, and Kysha. If they were planning a meeting with the national Association of Manufacturers they could serve popcorn. We could compare this map with other maps made from other options such as chocolate or fruit that might give us further insights into the makeup or preferences of the overall network.
Looking at the big picture can also give us information. This map is again from the CSW survey. It shows answers from the question about who staff works with most closely. The colors are based on teams. The yellow is from people who did not take the survey – most of them from outside CSW who staff named. As shown on the map, the colors are clumped together pretty well except for black is spread out. That is the human capital team. Do you think this represents how you would characterize how CSW works?
This map is an attribute map focused on the business team only showing how multiple people share connections. Through this map we can see that even though people identify with different fields of practice, they may have similar contractual relationships. There are many green squares because these are chosen organizations and therefore unknown fields of practice. Blue, yellow, and deep blue indicate different fields of practice to which individuals most closely relate. We cannot draw too many inferences with this question because we didn’t separate out past and future.
Finally, this map shows the human capital team’s connections around policy or strategy at the federal level. Keith is the blue dot, He brings in lots of new connections to the team. Several members of the team are connected to the same yellow squares or organizations.
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