Contenu connexe


Net work creating and sustaining successful networks

  1. Attributes of networks
  2. Tools for net work
  3. Networks and leadership
  4. Networks and innovation
  5. Social media
  6. The changing landscape of connectedness
  7. The structure of a network provides insights into how the network “works”
  8. Person-person
  9. Group-group
  10. Cross-enterprise
  11. Cross-business
  12. Information artifacts
  13. Web sites
  14. Atoms and molecules
  15. A network is a collection of entities linked by a type of relationship
  16. Face-to-Face Local Groups
  17. Mailing lists
  18. Online Communities
  19. Closely knit, focused on purpose
  20. Organizational networks
  21. Balanced cross-boundary connections
  22. Ensure access to expertise where it is needed
  23. Strong core
  24. Innovation networks
  25. Links to external resources
  26. Space
  27. Pace
  28. Stewardship of the connections in the network
  29. Idea Generation: leveraging brokers early to help identify opportunities, frame solutions, and test initial viability.
  30. Transition
  31. Transformation of healthcare
  32. Based on collaborationamong all constituentsto identify and solvespecific systemicproblems
  33. Discovery
  34. Internal change
  35. Pioneered by Verna Allee, a rich methodology
  36. Developed by Dave Snowden at IBM, now an open source framework maintained by Cognitive Edge PLC
  37. OpenSpace, World Café…
  38. Dialog, AI (Appreciative Inquiry)
  39. Reformulate the mission/value proposition
  40. Change the patterns of the relationships
  41. Reposition the network, market to new potential members
  42. Make adjustments to place, space, and pace
  43. Slight alterations in the structure can create significant change over time
  44. But you must first lookto understand thecontext
  45. Steward
  46. Embrace technology
  47. Know the net, knit the net
  48. Manage the context
  49. Enhance trust
  50. Clarify roles and responsibilities
  51. Manage complexity
  52. Practice
  53. Encourage outreach
  54. Bring the outside in
  55. Establish and transmit normsfor networking
  56. Enable the culture
  57. Change work practices
  58. …and what they know about you
  59. … and what you are learning, together
  60. Manage the context
  61. Enhance trust
  62. Clarify roles and responsibilities
  63. Manage complexity
  64. Prepare foremergence
  65. Research people
  66. Find connections
  67. Make yourself findable
  68. Manage the context
  69. Enhance trust
  70. Clarify roles and responsibilities
  71. Manage complexity
  72. Prepare foremergence
  73. Family, Friends, Colleagues intermixed
  74. Easy to look up “friends in common”
  75. Photos and videos engage
  76. Follow who others follow
  77. Show people you are listening
  78. Your “daily paper,” customized
  79. Think out loud
  80. Find others

Notes de l'éditeur

  1. 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.
  2. 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.
  3. In my book, Net Work, I describe a framework for thinking about and talking about networks.
  4. 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.
  5. 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.
  6. “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.
  7., 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.