NetWorkShop: Boston Facilitators Roundtable

NetWorkShop
Patti Anklam
Boston Facilitators Roundtable
December 2, 2011

I’ve become convinced that understanding
how networks work is an essential 21st
century literacy.
Howard Rheingold

Agenda

• Knowledge-sharing activity
• The language of networks
• Networks in organizations
• Networks and nonprofits

• Value network analysis
• Social media and personal net work

3

Knowledge Flows in Networks

• Something you want to share
• 141 characters or less
• Stand up, find someone to
“tweet to”
• Listen to someone else’s tweet
• Retweet
• Repeat

4

http://www.dftdigest.com/images/Spyglass.jpg

The New Language of Networks

We live in networks all the time

• We live in networks all the time:
communities, organizations,
teams
• There is science to support the
understanding of network
structure
• The structure of a network
provides insights into how the
network “works”
• Once you understand the
structure, you can make
decisions about how to manage
the network’s context
• Network analysis tools help you
understand the structure

6

The Premise: Networks Matter

• The complexity of work in today’s
world is such that no one can
understand – let alone complete – a
task alone
– Individual-individual
– Team-team
– Company-company
– Eco-system to eco-system
• Strong networks are correlated with health:
– People with stronger personal networks are more productive, happier,
and better performers
– Companies who know how to manage alliances are more flexible,
adaptive and resilient
– Our personal health and well-being is often tied to our social networks

7

Networks and Work Performance

8

Networks and Well-Being
• 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

Source: New York Times, May 22, 2008

9

Networks and Well-Being

10

The new science of networks
• Beginning in the 1990’s computer
science made it possible to map and
analyze large social networks.
• Insights
became
accessible to 2009
the public.
2004
2009
2002
• By 2009, network
science and analysis
are accepted practice
2003 in science and
2004 management

2002
11
2002

Network Perspective

Node
• If it’s a network, you can map it:
– People-people
– Group-group
– Within organizations
– Across organizations
Tie
• A network is a collection of entities linked by a type of
relationship

• All networks have common properties and can be analyzed
– Information artifacts
– Ideas & issues

12

A Classic Case

13
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004

Table Activity (Page 2 of Handouts)

• Take five minutes and
discuss at your table
• What do you see in the
map on the right that
might be dissonant with
the organization chart?
• If you were responsible
for this organization,
what questions would
looking at this map raise
for you?

14

A Classic Case

15

A Classic Case

16

A Classic Case

17

A Classic Case

18

It’s all about Questions

Patterns provide
insights that provoke
good questions.

Full stop.

19

Types of metrics

Structural Metrics Centrality Metrics
• Look at the whole network • Look at positions of
and its components: individuals in the network:
– Density of interactions – Connectors
– Average degree of separation – Boundary spanners
– Silos or stovepiped – Isolates
organizations

20

Types of metrics

Structural Metrics Centrality Metrics
• Look at the whole network • Look at positions of
and its components: individuals in the network:
– Density of interactions – Connectors
– Average degree of separation – Boundary spanners
– Silos / stovepipeds – Isolates

• Good for comparing • Good for identifying
groups within networks or people who are well
for comparing changes in a positioned to influence the
network over time network or to move
information around
For both the network as a whole and individuals, it is also possible to
measure the diversity of the network: the extent to which people interact
with people outside of their own demographics or areas of expertise. 21

The Unit of Analysis: The Relationship

22

Interpreting Results

“I interact with this person twice a month I understand this person’s knowledge and
or more” skills (Agree or Strongly Agree)

Density: 11% Density: 28%
Distance: 2.7 Distance: 1.8

23

Identifying Key People
Who are the people who are best positioned to move information through the network?

24

Table Activity (Page 3 of Handout)

• Based on this data:
• Who should Jerry
appoint as his
successor?
• Who do you think Jerry
actually appointed as
his successor? Why?

25

Moving Into Action
Ways to change patterns in Practices from the KM/OD Repertoire
networks
Create more connections Make introductions through meetings and webinars, face-to-face events
(like knowledge fairs); implement social software or social network
referral software; social network stimulation

Increase the flow of knowledge Establish collaborative workspaces, install instant messaging systems,
make existing knowledge bases more accessible and usable

Discover connections Implement expertise location and/or; discovery systems; social
software; social networking applications

Decentralize Social software; blogs, wikis; shift knowledge to the edge

Connect disconnected clusters Establish knowledge brokering roles; expand communication channels

Create more trusted relationships Assign people to work on projects together

Alter the behavior of individual nodes Create awareness of the impact of an individual’s place in a network;
educate employees on personal knowledge networking

Increase diversity Add nodes; connect and create networks; encourage people to bring
knowledge in from their networks in the world

26

Organizational Networks Summary

• The science of networks has brought insights into the structure
of organizational networks
• Organizational network analysis lets us map relationships that
reveal the informal networks through which work gets done
• Developing and sharing these maps helps organizations
improve collaborative capacity, overcome obstacles to
effective sharing, and redesign their work relationships
• Results are a guide to asking good questions and should never
be interpreted as an “answer”

27

Networks and Nonprofits
Traditional and Network Approaches to Grantmaker Challenges

Source: Catalyzing Networks for Social Change, Monitor Institute + GEO

29

Mapping Task: Find Connections & Alignment
Boston Green and Healthy Building Network 2005: How well do you know one another?

30
From New Directions Collaborative Case Study, http://www.ndcollaborative.com/services/networks/case-studies/68-ghbn

Network Building Questions

• What are the key tasks of network building?
• What activities would you undertake to “knit this net”?
• What mechanisms might you put in place?

31

Network Progression

Connectivity Alignment Production

Definition Connects people to allow Aligns people to develop Fosters joint action
easy flow of and access and spread an identity and for specialized
to information and collective value outcomes by aligned
transactions proposition people

Key task of Weaving – help people Facilitating – helping Coordinating –
network meet each other, people to explore helping people plan
“builder” increase ease of sharing potential shared identity and implement
and searching for and value propositions collaborative actions
information

32
From: Net Gains – Version 1.0, Madeleine Taylor and Peter Plastrik (http://www.arborcp.com/articles/NetGainsHandbookVersion1.pdf)

Green & Healthy Buildings Network
• Convene
– In person and subsequently with mix of in-person and telecalls
• Connect
– Identify areas of mutual interest
– Share success stories
– Engage in joint problem solving
• Communicate
– Gives & gets – people wanting and having contacts
• Coordinate
– Joint meetings with city hall
• Collaborate
– Look for specific projects engaging multiple of the network’s members

33

Network Building
2007: How well do you know one another?

34

A Design Language: Network Building

• Purpose
• Structure
• Style
• Value-producing mechanisms

35

What is a value network?

• A web of relationships that
generates economic or social
value through complex
dynamic exchanges of both
tangible and intangible
benefits.
• Any purposeful organization
or network functions as a
value network

- Verna Allee

http://www.valuenetworksandcollaboration.com
37

Mapping the Ecosystem

• How does the work actually get done?
• What is the value that the network or organization creates?
• How efficiently is the work being done?
• Where are opportunities for improving value and efficiency?

38

Basic elements for mapping value

39

Value Network Modeling
Tangible
(Formal)
Deliverables Roles

Intangible
(Informal)
Interactions 40
© 1997-2011 Value Networks, LLC All rights reserved.

Shift is to focus on Roles

• A role is not necessarily the
same as a group, company, or
function
– One person or group might play 2-
3 key roles
– Roles are different from job
descriptions or job titles
• If people are not clear about
their roles, they can miss
value-creating opportunities
and are vulnerable to
competition
41

…and the value exchanges among them

Tangible Deliverables
Goods, services, revenue (traditional value chain) –
all contractual or mandated activities that directly
generate or deal with revenue or funding.

Intangible Deliverables
Knowledge and support offerings – strategic information,
collaborative design, plans, processes, policy development,
etc.

Benefits that go beyond actual service such as
exchanging business contacts, image enhancement,
recognition, co-branding opportunities, etc.

© 1997-2011 Value Networks, LLC All rights reserved. 42

Value exchanges and interactions

• What are the deliverables? (Contracted or mandated?)
• How does the deliverable move through the network?
• What are the intangible exchanges that flow through the
network? (Informal, extras?)

http://www.valuenetworksandcollaboration.com/mapping/tangiblesandintangibles.html

43

Formal (Tangible) Deliverables
Orders Proof of
Concept AgResearch
Revenue
Commercialization
Market Products
Market Research

Participants Commercializers
AgR Developers
Payments
Strategic
Direction
Fees Payout Proof of License
Concept
Market
Research
Concept
Investors Proof of
Principal
IP
AgR Investors Ideas

Strategic
Direction IP Rights
Research
Can take up
Outcomes
Proposals
to twelve
Contract AgR years from
Science Researchers
Funders
idea to
Terms of
market.
Referernce


Informal Deliverables Define Collaboration
Market Pull
Expertise
Orders
Competitive
Proof of
Concept
AgResearch
Advantage Revenue Commercialization
Market Products
Market Research

Participants Commercializers Market Feedback

Opportunities AgR Developers
Experts
Payments
Strategic
Direction
Credibility Market Fees Payout Proof of
Pull Concept License
Market
Prestige Research
Concept
Investors Proof of
Market Principal
Feedback IP
AgR Investors Market Validation
Ideas
Feedback
Credibility Purpose Opportunities
Strategic
Capability
Strategic Credibility
Direction IP Rights
Strategic
Research
Capability
Outcomes
Proposals
Contract AgR Intangibles
Science Purpose Researchers keep the
Funders Public
relationships
Informaiton
Terms of
Referernce
alive.
Credibility
Referrals


Market Pull
Orders
Expertise
Expertise
Proof of AgResearch
Competitive Concept
Market Products
Market Research


Experts
Payments
Strategic
Direction
Market
Prestige Research
Concept
Investors Proof of
Market Principal
Feedback IP
Ideas
Feedback
Strategic
Capability
Direction IP Rights
Strategic
Research
Capability
Outcomes
Proposals
Funders Public
relationships
Informaiton
Terms of
Referernce
alive.
Credibility
Referrals


Market Pull
Expertise
Orders
Competitive
Proof of
Concept
AgResearch
Market Products
Market Research


Experts
Payments
Strategic
Direction
Market
Prestige Research
Concept
Investors Proof of
Market Principal
Feedback IP
Ideas
Feedback
Strategic
Credibility Strategic
Direction
Capability
Credibility
IP Rights
Strategic
Research
Capability
Outcomes
Proposals
Funders Public
relationships
Informaiton
Terms of
Referernce
alive.
Credibility
Referrals


Market Pull
Expertise
Orders
CompetitiveCompetitive Advantage Proof of
Concept
AgResearch
Market Products
Market Research


Experts
Payments
Strategic
Direction
Market
Prestige Research
Concept
Investors Proof of
Market Principal
Feedback IP
Ideas
Feedback
Strategic
Capability
Direction IP Rights
Strategic
Research
Capability
Outcomes
Proposals
Funders Public
relationships
Informaiton
Terms of
Referernce
alive.
Credibility
Referrals


Market Pull
Expertise
Orders
Competitive
Proof of
Concept
AgResearch
Market Products
Market Research


Experts
Payments
Strategic
Direction
Market
Prestige Research
Concept
Investors Proof of
Market Principal
Feedback IP

Credibility
Strategic
Feedback
Feedback
Purpose
Ideas
Opportunities
Capability
Direction IP Rights
Strategic
Research
Capability
Outcomes
Proposals
Funders Public
relationships
Informaiton
Terms of
Referernce
alive.
Credibility
Referrals


ValueNet Works™ Methodology

• Purpose
Scope • Boundaries
• Determine the level of detail

Roles and • Ecosystem players
participants • Stakeholders

• Tangibles
Transactions • Intangibles
and deliverables • Sequence

• Participants and roles
Analysis • Exchange analysis

50

Analysis

• Insight level
– “Aha’s” that occur through the mapping process
• Exchange analysis
– Looking at the structure of the network
– Redundant and overlooked activities
• Impact analysis/process improvements


A Big “Aha”
A senior VP in the professional services arm of a large telecommunications equipment
provider looked at this map that his executives had made and said, “That’s scary.” What’s
missing?

52

Unnecessary transactions

53

Activity (Pages 4 and 5)

You are designing a major change initiative for a
client. What would be your ideal design for a
system to support the organization's change
process?

54

Step 1. Identify the Roles

Agree on 4 or 5 major
roles in the process.

Place the names of the
roles on individual
sticky-notes

Position these on the flip
chart, trying to place the
roles that will be more
“central” toward the
middle

Allow spacing so that
you can draw lines that
will not overlap

55

Step 2. Identify the Transactions

Start with the tangible
transactions

Using one color of
marker, draw lines from
one role to another and
label the line with the
name of the deliverable.

Then do the intangible
transactions using
another color pen

No two-way arrows! 56

Summary/DeBrief (Exchange Analysis)

• What is the overall purpose of the network?
• What is the balance between tangible and intangible
exchanges? What does the balance (or lack of balance) signify
• Are there places people need to be engaged in exchanges, or
offering value, but aren’t?
• What would happen if roles disappeared or were combined?

57

How are companies using VNA?

 Developing a business “web”  Reconfiguring the organization
 Identifying the key stakeholders and  Mergers and acquisitions
relationships  Integrating new groups
 Finding gaps or areas needing  Process redesign
development
 Develop scorecards
 Ensuring that relationships and value
 Target exchanges for metrics and
exchanges are balanced
measurement
 Fast Track Process Design
 Evolving purposeful communities
 Examine relationship among multiple
 Understand transactional relationships
complex relationships

58

VNA and ONA

Value Network Analysis Organizational Network Analysis
(ONA)

Focused on interactions among roles Focused on relationships among
and deliverables people

Supports improving the value created Supports improving the structural
in and for the network properties of the network to improve
the flow of knowledge and ideas

Nodes are roles Nodes are unique entities
Links are transactions Links are relationships
Can be done in a matter of hours May require survey development,
analysis, specialized software

59

http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm

Personal Networks

Networks and Performance

Research on Top Performers shows that they:
• …develop open networks to minimize insularity
• …maintain balanced ties across organizational lines
• …position themselves at key points in a network
• …tend to invest in relationships that extend their
expertise
• …understand the value of networks
Rob Cross, Robert J. Thomas, and David A. Light,
“How Top Talent Uses Networks and Where Rising Stars Get Trapped,”
Accenture Institute for High Performance Business, April 2006

61

Personal Networks Matter

6

Personal networks: the premise

People who live in the intersection of social
worlds are at higher risk of having good ideas. –
Ron Burt

63

Diversity
PM
NM
KS
MK
PP

AB

NS RR
KF

DG
SK
RC

AB

DC

MB
BG
SA

PM

AL

GP

• Organization • Social Ties
• Expertise • Geographic location
• Age, Tenure • Hierarchical position
64

Activity (Page 6)

• Who is more likely to have
access to new ideas?
– Tom
– Marion
• Why?

65

Structural Position Matters

Source: “How Top Talent Uses Networks and Where Rising Stars Get Trapped”

66

Personal Network: Purpose

Focus Purpose How to Develop
Operational Getting work done Identify people who can
efficiently block or support a
project
Personal Develop and maintain Participate in
professional skills and professional
reputation associations, clubs, and
physical and online
communities
Strategic Figure out and obtain Identify lateral and
support for future vertical relationships
priorities and challenges outside your immediate
control
Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007

67

Social Media

Personal SM

68

it’s not who you know, it’s where you
know

Stowe Boyd

Finding and making connections

• Research people

• Find connections

• Make yourself findable

•Join groups

Keeping track

•Family, Friends, Colleagues intermixed

• Easy to look up “friends in common”

• Photos and videos engage

• Easy to acknowledge others

Keeping Up

Twitter keeps me in touch with
people who are friends of my ideas.
I know about their projects and
current obsessions; they know
about mine.
– Jay Rosen

Social Learning : Expanding Your Network

The power of a Hashtag

• Hashtag: any sequence of characters preceded by a #:
– No internet service until Monday? #charter #fail
• Twitter chats
– Scheduled, facilitated conversations

74

Join a Twitter Chat

#acadv A weekly chat for professional academic advisors and all
those interested in academic advising. @AcAdvChat Click for info

75

Social Learning : Expanding Your Network

Discover, Find, Follow

We often try to understand problems by taking apart and studying their constituent parts. But emergent
problems can’t be understood this way. Emergent systems are ones in which many different elements
interact. The pattern of interaction then produces a new element that is greater than the sum of the parts,
which then exercises a top-down influence on the constituent elements.
Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture
exists, it influences how the individuals in it behave. An economy is an emergent system. So is political
polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down
simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We
still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We
might make more headway if we thought emergently. We often try to understand problems by taking apart
You can’t manage a network; you can only
and studying their constituent parts. But emergent problems can’t be understood this way. Emergent
systems are ones in which many different elements interact. The pattern of interaction then produces a
manage its context.
new element that is greater than the sum of the parts, which then exercises a top-down influence on the
constituent elements.
Culture is an emergent system. A group of people establishes a pattern of interaction. And once that culture
exists, it influences how the individuals in it behave. An economy is an emergent system. So is political
polarization, rising health care costs and a bad marriage. Emergent systems are bottom-up and top-down
simultaneously. They have to be studied differently, as wholes and as nested networks of relationships. We
still try to address problems like poverty and Islamic extremism by trying to tease out individual causes. We
might make more headway if we thought emergently. We often try to understand problems by taking apart
and studying their constituent parts. But emergent problems can’t be understood this way. Emergent
systems are ones in which many different elements interact. The pattern of interaction then produces a
new element that is greater than the sum of the parts, which then exercises a top-down influence on the
constituent elements. Culture is an emergent system. A group of people establishes a pattern of interaction.
And once that culture exists, it influences how the individuals in it behave. An economy is an emergent
system. So is political polarization, rising health care costs and a bad marriage. Emergent systems are
bottom-up and top-down simultaneously. They have to be studied differently, as wholes and as nested
networks of relationships. We still try to address problems like poverty and Islamic extremism by trying to

• patti@pattianklam.com

•http://www.pattianklam.com

•http://www.twitter.com/panklam

Thank you.
Question

78

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