Harness Networks to Accelerate Change
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Presentation for the Midwest Talent Management Forum, 9/25/2009. More: http://partneringresources.com/organizational-networks-and-organization-performance/
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Harness Networks to Accelerate Change
- 1. 2009 Midwest Forum on Talent Management Madison, Wisconsin September 25, 2009 Presenter: Maya Townsend, Founder Partnering Resources How Work Really Gets Done Leveraging Social Networks to Accelerate Change
- 3. What is a network?
- 4. What is a Network? Networks are about movement Computer networks move data from location to location Public transportation networks help people travel in cities The circulatory system carries oxygen and carbon dioxide to and from our cells
- 5. The Simplest Work Network Sam knows how to answer the question so Mary connects you to Sam Human networks are also all about movement: The movement of information You have a question You ask Mary at the next desk She doesn’t know the answer and calls Sam for advice Problem solved!
- 6. People Form Networks within Teams
- 7. More People, More Complexity
- 8. When We Work Only With Formal Systems… Jane is at the individual contributor level on the org chart
- 9. … We Miss the Networks Jane is a critical connector in this network
- 16. It’s Not Just the Grapevine Social Decision-Making Innovation Expertise Improvement
- 17. What do networks have to do with change?
- 20. Higher Trust Organizations Earn Greater Returns for Shareholders Data: Watson Wyatt (2002): WorkUSA® 2002. Networks represent trust relationships Healthy networks have greater levels of trust
- 21. Information Sharing is Crucial for Growth Data: Cross, Martin, & Weiss, McKinsey Quarterly, 2006. “ Coordination across organizational lines is crucial for growth.” “ Our organization effectively shares knowledge across boundaries.” Percentage of executives in McKinsey poll responding positively to question.
Notes de l'éditeur
- Why does this matter?
- Ordinary organizational chart Example: Jane as a quality analyst
- Maps work network: how do people actually get work done Lines represent frequency of relationship Jane has 10 connections
- Organizational DNA
- From Karen: “The first archetype, the Hub, is the most intuitive as in a hub and spoke system. This pattern rapidly disseminates information and centralizes work processes. Hubs can be highly social (although they don’t have to be) and know how to directly connect one on one with the most people. By force of habit, they are excellent multi-taskers and often connect people for the sheer joy of connecting.” Rob Cross: “More apt to be interested than interesting.” Centrality: “Extent to which a person is in the center of a network” (Ehrlich & Carboni (200x): “Inside Social Network Analysis”) To communicate a message to 500 employees, task Hubs with deploying the message
- From Karen: “The second archetype, the Gatekeeper, pops up on critical pathways because it can either create or loosen bottlenecks. Gatekeepers live by the rule “less is more.” Very strategic, they make it their business to know the “right” people and only the “right” people. They are judicious, circumspect, and judgmental. In a healthy organization, they are extremely useful in making sure the right people are connected to move projects and objectives along.” To communicate a message to 500 employees, engage Gatekeepers to make sure the message gets through
- Find only through algorithms – can’t see from the maps From Karen: “The third archetype, the Pulsetaker, is someone who is connected to almost everyone via indirect routes. This is the most abstract of the three positions. Pulsetakers are the Machiavellis of the world, behind-the-scenes, in-between, and unseen persons. They know how to get to the right people using indirect means. In this way, their influence is hard to detect and often overlooked.” Quality, not quanitity To communicate a message to 500 employees, check in with Pulsetakers after 3 months to confirm that the message travelled accurately and successfully. If you haven’t sent the message to them, but they get it, you’ll know it was successful
- 2002 Watson Wyatt study: Three-year TRS (total returns to shareholder) rates are significantly higher at companies with high trust levels. Good news: In companies with effective HR, employees are much more likely (62%) to have high trust levels than in companies without effective HR (8%).
- Not just me as Expert Draw on our own network here: experts, improvement Pose questions generally