1-1 energizing change through network leadership dr. robin teigland stockholm school of economics...

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Energizing Change Energizing Change Through Network LeadershipThrough Network Leadership

Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics

[email protected]@hhs.sewww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteigland www.slideshare.net/eteigland

Understanding networksUnderstanding networks

Energizing change through network Energizing change through network leadershipleadership

Today’s discussionToday’s discussion

22

33

Understanding networksUnderstanding networks− Background Background − Some network basicsSome network basics− What about power?What about power?− What about performance?What about performance?



44

Everyone is talking about networksEveryone is talking about networks

National Innovation Networks

FormalNetworks

Entrepreneurial Networks

Ego Networks Regional

Networks

Infrastructure Networks

Social Networks

FAS.research

ElectronicNetworks

InformalNetworks

Networksof Practice Networked

organization

A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….

>>A person’s lifetimeA person’s lifetime

in 18th centuryin 18th centuryOne weekOne week

20082008

Fischbowl 2007Fischbowl 2007 55

……that becomes quickly outdated ….that becomes quickly outdated ….

50%knowledge

relevant

50%50%knowledgeknowledgeoutdatedoutdated

First year of First year of technical-based technical-based

educationeducation

First year of First year of technical-based technical-based

educationeducation Third yearThird yearof educationof educationThird yearThird year

of educationof education

66

7

Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?

v=pMcfrLYDm2Uv=pMcfrLYDm2U

How are these trends affecting you How are these trends affecting you and your organization?and your organization?

GrowthGrowth

TimeTime

Information and Information and knowledgeknowledge

Human Human absorptive absorptive capacitycapacity

Human capacity cannot keep up…Human capacity cannot keep up…

Cohen & Levinthal 1989Cohen & Levinthal 1989 88

99

Yet, the world is “shrinking”Yet, the world is “shrinking”

familyfamily

locallocalcolleaguescolleagues

friendfriendss

oldoldcolleaguescolleagues

colleaguecolleaguess

at other at other officesoffices

Just a Just a click click

away…away…virtualvirtual

communities communities

locallocalnetworksnetworks

old old classmatclassmat

eses

avatarsavatars

businessbusinesscontactscontacts

social social media media

contactscontacts

referralsreferrals

Everybody is connected to everybody else Everybody is connected to everybody else by no more than six degrees of by no more than six degrees of separation.separation.

““Small World Phenomenon” by sociologist Small World Phenomenon” by sociologist Stanley Milgram, 1967Stanley Milgram, 1967

Six degrees of separationSix degrees of separation

1010

1111

””No one knows everything, No one knows everything,

everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in

humanity.”humanity.”networksnetworks

Adapted from Lévy 1997

1212


Leadership through leveraging networksLeadership through leveraging networks


What is a network?What is a network?

A set of actors connected by tiesA set of actors connected by ties

•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.

TieTie

•Actors/NodesActors/Nodes−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.

ActorActor

1313

Liljeros 2006

Swedish hip hop artists

??Timbuktu

1414

1515

Networks of firmsNetworks of firms

Dahlin 2007

Nocom Ericsson

Telia

Nokia

TietoEnator

Uncovering networks in an organizationUncovering networks in an organization

Formal organizationFormal organization Informal organizationInformal organization

Teigland et al. 2005Teigland et al. 2005 1616

R&D organization

Individuals within a firmIndividuals within a firm

Mattsson 2004

< 1 yr1-5 yrs

5-10 yrs10-15 yrs> 15 yrs

Time at firm

1717

Central connectors within one locationCentral connectors within one location

Bottleneck

Teigland 1998

Surprise!!

Stockholm

1818

Stockholm

London

Brussels

HelsinkiMadrid

Copenhagen

Boundary spanners between locationsBoundary spanners between locations

Transferred from

Stockholm

Teigland 1998

San Francisco

1919

2020

Proximal collaborationProximal collaboration

When people are more than 50 When people are more than 50 feet apart, the likelihood of feet apart, the likelihood of

them collaborating more than them collaborating more than once a week is less than once a week is less than

10%.10%.Allen 1984

Communication still occurs within formal Communication still occurs within formal silossilos

2121

•US-based MNC with 30 product US-based MNC with 30 product divisionsdivisions•30,328 people for 3 months in 30,328 people for 3 months in 20062006

• 114 mln emails (114 mln)114 mln emails (114 mln)• 68 calendar meetings 68 calendar meetings

•Where does communication occur?Where does communication occur?•Vast majority is within business unit and functional Vast majority is within business unit and functional boundaries, not across themboundaries, not across them

•Who are the boundary spanners?Who are the boundary spanners?•WomenWomen•Mid- to high-level executivesMid- to high-level executives•Sales & Marketing executivesSales & Marketing executives

Kleinbaum et al 2008Kleinbaum et al 2008

Trust & reciprocity Trust & reciprocity are essential for are essential for

knowledge knowledge exchange in exchange in

networksnetworks

2222

……and most importantly, management and most importantly, management cannot mandatecannot mandate social relationships social relationships

Jan

Lars Pia

Anna

Nils

Bill

Erik

Mike

Al

AlexJohn

Eva

Hans

Miguel

Paul

2323

San Francisco

Stockholm

London

Brussels

Helsinki

MadridCopenhagen

Peripheral players between organizationsPeripheral players between organizations

Teigland 1998

Otherfirms

Electroniccommunities

2424

Dual loyaltiesDual loyalties

Loyalty

Loyalty Loyalty

Loyalty

OrganizationOrganization ProfessionalProfessionalnetworknetwork

Teigland 2003 2525

2626

Increasing job turnoverIncreasing job turnover

Time

Number of jobs

in lifetime

Estimated time at one organization in Silicon Valley:

~18 months

CNET 2000

Individuals make Individuals make choiceschoices about how they use their knowledge…about how they use their knowledge…

Knowledge resides in the minds of individualsKnowledge resides in the minds of individuals Individuals make own choices about Individuals make own choices about

knowledge knowledge −Share openly for the benefit of the organizationShare openly for the benefit of the organization−Protect and use only in work practice Protect and use only in work practice

Perception that an individual’s value is diminished if Perception that an individual’s value is diminished if share knowledgeshare knowledge

Knowledge is powerKnowledge is power−Protect and use only in external relationships Protect and use only in external relationships

for own benefitfor own benefit Knowledge leakageKnowledge leakage

−Leave the firm and take knowledge with themLeave the firm and take knowledge with them

2727

SEB

Ray-Adams & Sandberg 2000Ray-Adams & Sandberg 2000

Individuals between business firms Individuals between business firms

Interlocking Interlocking directorates of directorates of Sweden’s 110 Sweden’s 110 largest firms, largest firms,

20002000??

2828

But…….But…….

““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and

develop relations with people like develop relations with people like themselves themselves

Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous

Marsden 1987, Burt 1990Marsden 1987, Burt 1990 2929

3030

What is the relationship What is the relationship between networks and between networks and

power?power?

Power: Access to and control over resourcesPower: Access to and control over resources

How does informal power arise?How does informal power arise?

3131Krebs 2004

Node 16 gains informal power, Node 16 gains informal power, weakening the boss Node 15’s weakening the boss Node 15’s

power…power…

How does informal power arise?How does informal power arise?

3232

……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal

powerpower

……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal

powerpower

Krebs 2004

Betweenness•Control over what

flows in the network•How often are you on

the shortest path between 2

individuals?

Closeness•Access to what flows

in the network•How quickly can you reach all others in the

network?

Your network position is related to power Your network position is related to power

3333Krebs 2004

3434

What is the relationship What is the relationship between networks and between networks and

performance?performance?

3535

BA

Two individuals with the same number of Two individuals with the same number of contacts…contacts…

……but with very different access to resourcesbut with very different access to resources

BA

3636

Bridging unconnected groups brings Bridging unconnected groups brings advantagesadvantages

•More rapid promotionsMore rapid promotions•Greater career mobilityGreater career mobility

•More adaptable to changing environmentsMore adaptable to changing environments

Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 3737

Performance differs based on one’s networkPerformance differs based on one’s network

Firm AFirm A

LowLowon-timeon-time

HighHighCreative Creative

HighHighon-timeon-time

Low Low creative creative

Teigland 2003Teigland 2003

HighHighcreativecreative

VirtualVirtualcommunitycommunity

Firm BFirm B

3838

……..you “hire” his or her network...you “hire” his or her network.

When you hire someone,… When you hire someone,…

3939

The strength of weak tiesThe strength of weak ties

Network A’sNetwork A’sknowledge knowledge Network D’sNetwork D’s

knowledge knowledge

Network B’sNetwork B’sknowledge knowledge

Network C’sNetwork C’sknowledge knowledge

Granovetter 1973Granovetter 1973 4040

Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)

Section 1Section 1 Section 2Section 2

Improved efficiency Improved efficiency over timeover time

Stagnant Stagnant performance over performance over

timetime

Schenkel & Teigland 2008Schenkel & Teigland 2008 4141

More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are are notnot the solution the solution

4242

““Managing” networks in your organization Managing” networks in your organization

BeforeBefore AfterAfter

Anklam & Welch 2005Anklam & Welch 2005

1. Uncover networks1. Uncover networks

2. Analyze networks2. Analyze networks

3. Improve connectedness3. Improve connectedness

4343

Changing the physical layoutChanging the physical layout

4444Cross, Parise, Weiss 2006

• Open-space environment led to impromptu Open-space environment led to impromptu meetings and connections necessary for new ideas meetings and connections necessary for new ideas

and innovationsand innovations•Easy access to key individuals since no closed Easy access to key individuals since no closed

officesoffices•Increased knowledge flow of customer and Increased knowledge flow of customer and

supplier needs since awareness of their visitssupplier needs since awareness of their visits

Comparing performance across firmsComparing performance across firms

Teigland et al 2000 4545

Networking activities Networking activities recognized and recognized and rewardedrewarded at individual and unit levels at individual and unit levels

Management support for Management support for informal and formalinformal and formal networking activitiesnetworking activities across internal and across internal and external boundariesexternal boundaries Best practice task groupBest practice task group Personal initiativesPersonal initiatives

ExtensiveExtensive socializationsocialization: personnel rotation, : personnel rotation, cross-office teamscross-office teams

A A visionaryvisionary organization organization − Clearly defined mission:Clearly defined mission: ”To make technical contributions ”To make technical contributions

for the advancement and welfare of humanity”for the advancement and welfare of humanity”− Supporting core values,Supporting core values, e.g., teamwork, helpfulness e.g., teamwork, helpfulness− Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory

Hewlett-Packard (1990s)Hewlett-Packard (1990s)

Teigland et al 2000 4646

Avoid creating insular networksAvoid creating insular networks

http://www.enronexplorer.com/focus/19185# 4747

Organizational responseOrganizational response

Linear, process-based Linear, process-based organizationorganization

Linear, process-based Linear, process-based organizationorganization

IntegratedIntegratedcollaboration networks collaboration networks

IntegratedIntegratedcollaboration networks collaboration networks

Sub7Sub7

HQHQ Sub10Sub10

Sub9Sub9

Sub8Sub8

Sub13Sub13

Sub11Sub11

Sub3Sub3

Sub5Sub5

Sub4Sub4

Sub1Sub1

Sub2Sub2

Sub6Sub6

Sub14Sub14

Sub14Sub14

4848

4949

Profitable Profitable growth growth through higher through higher efficiency and efficiency and innovationinnovation− Preventing the waste of valuable resources - avoid Preventing the waste of valuable resources - avoid

reinventing the wheelreinventing the wheel− Ensuring the use of leading-edge technology and Ensuring the use of leading-edge technology and

thinking across the firmthinking across the firm− Increasing customer satisfaction through shorter lead-Increasing customer satisfaction through shorter lead-

times and consistent behaviortimes and consistent behavior− Creating a competitive cost structureCreating a competitive cost structure− Facilitating breakthrough and incremental innovations Facilitating breakthrough and incremental innovations

through combination of technologies and ideas from through combination of technologies and ideas from across and outside the firmacross and outside the firm

An An attractive workplaceattractive workplace that encourages cross- that encourages cross-functional functional co-operation across the globeco-operation across the globe− Attracting and retaining key individuals Attracting and retaining key individuals

What are the benefits of collaboration What are the benefits of collaboration networks?networks?

IBM – A company reinventing itselfIBM – A company reinventing itself

$98 bln in sales 2007 Ca. 355,000 employees

New values developed by employees in jam sessions

Dedication to every client's success Innovation that matters, for our company and for the

world Trust and personal responsibility in all relationships

5050

“Leading by values is very different …..It is empowering .. Rather than burden our people with excessive controls,

we are trusting them to make decisions and to act based on values...

In today's world, where everyone is so interconnected and interdependent…. If we're going to solve the biggest,

thorniest and most widespread problems in business and society, we have to innovate in ways that truly matter.

And we have to do all this by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large.

This is IBM's mission as an enterprise, and a goal toward which we hope to work with many others, in our industry

and beyond.

5151

Samuel Palmisano, IBM Chairman, President, and

CEO

5252

IBM’s Atlas shows the social network of a IBM’s Atlas shows the social network of a topictopic

and how to get to someoneand how to get to someone

Poole 2008

5353




5454

Understanding networksUnderstanding networks



5555

Myths and reality checks about networksMyths and reality checks about networks

I already know what is going on in my network I already know what is going on in my network Those who think they know their network the Those who think they know their network the

best are usually the ones who know the leastbest are usually the ones who know the least

We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” Informal networks can be “managed”

through changing the organizational contextthrough changing the organizational context

To build networks, you have to communicate To build networks, you have to communicate moremore

Networks can be strategically developedNetworks can be strategically developed

Adapted from Cross et al. 2002Adapted from Cross et al. 2002

5656

So, what does this mean for you?So, what does this mean for you?

An actor’s position in a social network, An actor’s position in a social network, i.e., social capital, determines in part the i.e., social capital, determines in part the actor’s actor’s opportunities and constraintsopportunities and constraints

Casper & Murray 2002Casper & Murray 2002

German German biotech biotech

scientistsscientists

High performers leverage networks High performers leverage networks (in top 20% of organization’s HR ratings)(in top 20% of organization’s HR ratings)

Structural – Position themselves at key Structural – Position themselves at key points in the network and leverage points in the network and leverage networks to get things donenetworks to get things done

Relational – Invest in relationships that Relational – Invest in relationships that extend expertise and help to avoid extend expertise and help to avoid learning biases and career trapslearning biases and career traps

Behavioral – Understand and cultivate the Behavioral – Understand and cultivate the value of networks and focus on building value of networks and focus on building high quality relationships, not just big high quality relationships, not just big networksnetworks

5757Cross, Parise, & Weiss 2006

What is Network Leadership?What is Network Leadership?

Changing the order of things… Changing the order of things… By inspiring others to see the possibilities By inspiring others to see the possibilities

and enabling them to act on them…and enabling them to act on them…

While having only a blank business card While having only a blank business card

5858

“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction

of a new order of things.” - Machiavelli

Leading through networks Leading through networks

Overcome forces for stability through Overcome forces for stability through developing a shared interest in your visiondeveloping a shared interest in your vision

Gain access to resources through Gain access to resources through strategically building your networksstrategically building your networks

Leverage diversity to develop the best Leverage diversity to develop the best solutions solutions

Foster relationships through building trust Foster relationships through building trust and communication and communication

Continuously scan the environment for Continuously scan the environment for drivers of changedrivers of change

5959

6060

Overcoming the forces for stabilityOvercoming the forces for stability

Forces Forces for for

stabilitstabilityy

Forces Forces for for

changchangee

The The status status quoquo

Burnes 2004, Fiorina 2007Burnes 2004, Fiorina 2007

Change is almost always resisted Change is almost always resisted •People are comfortable, afraid of the unknownPeople are comfortable, afraid of the unknown

•People with power and influence want to keep it that People with power and influence want to keep it that way!way!

6161

How to overcome the forces for How to overcome the forces for stability?stability?

Create a vision of what can be differentCreate a vision of what can be different

Engage people through participation and Engage people through participation and find their “passion”find their “passion”−Create enough energy to overcome the forces Create enough energy to overcome the forces

for stabilityfor stability

Develop a sense of urgency Develop a sense of urgency −Benchmark within and outside industryBenchmark within and outside industry−Find/develop a “red hot” burning issue Find/develop a “red hot” burning issue −Revise existing or develop new standardsRevise existing or develop new standards

Income, profitability, effectiveness, efficiency, Income, profitability, effectiveness, efficiency, customer satisfactioncustomer satisfaction

Adapted from Kotter 1996

Those who energize others are higher Those who energize others are higher performers while those who drain energy performers while those who drain energy are lower performersare lower performers

- Get higher commitment from othersGet higher commitment from others- Motivate others so get resources they needMotivate others so get resources they need- Help others learnHelp others learn

How do they do this?How do they do this?- Create a compelling vision – see the possibilities and Create a compelling vision – see the possibilities and

not the roadblocksnot the roadblocks- Enable others to contribute meaningfully to achieving Enable others to contribute meaningfully to achieving

the vision – allowing them to shape the road the vision – allowing them to shape the road - Are trustworthy – honest and not driven by a hidden Are trustworthy – honest and not driven by a hidden

agendaagenda

Higher performers create energy in their Higher performers create energy in their interactions with othersinteractions with others

Cross, Baker, & Parker 2003 6262

How can you leverage the vision of others?How can you leverage the vision of others?

Management’s vision

Programmers’

vision

Vision •Best global company

•Best function

Values •Professionalism•Creative problem solving

•Responsibility•Creating new solutions

Icon Medialab

Teigland 2003 6363

Do you know who the informal key Do you know who the informal key opinion makers are in the organization?opinion makers are in the organization?

Teigland 2003

How can you engage these people?How can you engage these people?6464







6565

Two individuals with the same number of Two individuals with the same number of contact but with very different access to contact but with very different access to

resourcesresources

BA

6666

6767

BillDept 3

Dept 4

Dept 1

Dept 2

Barb

Structural holes Structural holes Advantages of position in information Advantages of position in information

networksnetworks

Burt 1992, Baker 2003

Build relationships with people Build relationships with people at all hierarchical levelsat all hierarchical levels

Look for complementary Look for complementary skills while maintaining a skills while maintaining a

balance!balance!Cross, Parise, & Weiss 2006Cross, Parise, & Weiss 2006

Higher: Help with making decisions, Higher: Help with making decisions, acquiring resources, developing acquiring resources, developing political awareness, explaining political awareness, explaining organizational activities beyond organizational activities beyond

local settinglocal setting

Equal: Help brainstorm and provide Equal: Help brainstorm and provide specific help, support, and needed specific help, support, and needed

information information

Lower: Provide best sources of Lower: Provide best sources of technical information and expertisetechnical information and expertise

6868







6969

But…….But…….

““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and

develop relations with people like develop relations with people like themselves themselves

Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous

Marsden 1987, Burt 1990Marsden 1987, Burt 19907070

7171

Diversity can be a source of low Diversity can be a source of low performance, but also performance, but also high performancehigh performance!!

DiStefano 2003

7272

Diversity presents additional challenges Diversity presents additional challenges to achieving high performanceto achieving high performance

Surface diversitySurface diversity− Ethnic background, age, genderEthnic background, age, gender

Structural diversity (Structural diversity (difficult to seedifficult to see))− Different training/educational and occupational Different training/educational and occupational

backgroundsbackgrounds Learning histories, i.e., own patterns of information Learning histories, i.e., own patterns of information

acquisition and use acquisition and use Perspectives on analyzing and solving problems Perspectives on analyzing and solving problems Example: Basic researcher vs politician vs Example: Basic researcher vs politician vs

salespersonsalesperson

Ruuska & Teigland 2008

What are individual’s different What are individual’s different motivations? motivations?

Government•To improve public services

•Greater public good•Electorate

Business•To realize profits

•Market opportunities•Shareholders

University•“To publish or perish”•Quest for knowledge

•Global academic community

THP

7373

How can you turn conflict into How can you turn conflict into creative creative conflictconflict??

7474

?

Teigland & Ruuska 2009

High team performance comes from High team performance comes from ongoing processes of positive and ongoing processes of positive and

negative feedbacknegative feedback

7575

OtherOtherSpeaking about otherSpeaking about other

SelfSelfSpeaking about oneself or own groupSpeaking about oneself or own group

AdvocacAdvocacyy

Arguing for Arguing for own own

positionposition

High Perf.High Perf.Pos/Neg: 5.6Pos/Neg: 5.6

Medium Perf.Medium Perf.Pos/Neg: 1.9Pos/Neg: 1.9

Low Perf.Low Perf.Pos/Neg: 0.4Pos/Neg: 0.4

Losada & Losada & Heaphy Heaphy

20042004

InquiryInquiryExploring Exploring other’s other’s

viewpointviewpoint

Positive Positive – Support, – Support, encouragement, encouragement,

appreciationappreciationNegativeNegative – –

Disapproval, Disapproval, sarcasm, cynicismsarcasm, cynicism







7676

7777

Communicate, communicate, communicateCommunicate, communicate, communicate

Communicate Communicate continuouslycontinuously

Use at least Use at least two two communicationcommunication channels channels for important messagesfor important messages

Link Link “big picture”“big picture” with with “little picture”“little picture”

Balance and Balance and respect all respect all individuals’ interestsindividuals’ interests

But listen as well!

7878

Foster trust to build relationships Foster trust to build relationships

Coleman 2006

Practices and discipline build trust, not who you are in the formal

organization

7979

Create trust through open, balanced Create trust through open, balanced communication communication

Provide open forum for discussion between all Provide open forum for discussion between all interested individuals, e.g., virtual project spaceinterested individuals, e.g., virtual project space

Ruuska & Teigland 2008

8080

“The frequent interactions with people you have here [at headquarters] are often

attributed to trust. And over distance you have a complete void there. So you are missing one of your fundamental tools. Somehow you’ve got to overcome that. And that’s where the one-on-one calls

come in…”

Accessibility and attentionAccessibility and attention matter more matter more than physical closeness than physical closeness

What can you do with your interaction to make it more

personal?

8181

Avoid creation of an Avoid creation of an “inner “inner circle”circle” when working in teams when working in teams

Ensure information equityEnsure information equity− Avoid informing local team members before distant onesAvoid informing local team members before distant ones− Make information open to allMake information open to all− Link “big picture” with “little picture”Link “big picture” with “little picture”

Pay attention to those who are distantPay attention to those who are distant− Avoid giving more attention to those individuals who are Avoid giving more attention to those individuals who are

closer geographically or organizationallycloser geographically or organizationally− Aim to have weekly / bi-weekly one-on-one chats with all Aim to have weekly / bi-weekly one-on-one chats with all

team members where concerns can be raised and feedback team members where concerns can be raised and feedback givengiven

− Provide access to other connections in your networkProvide access to other connections in your network− Don’t assume anything - silence does not mean people Don’t assume anything - silence does not mean people

agree/disagree, care/don’t care.agree/disagree, care/don’t care.− Constantly check in and get involvementConstantly check in and get involvement

MoreMore difficult in network difficult in network organizations!!!organizations!!!

8282

Develop a Develop a rhythmrhythm in meeting frequency in meeting frequency

Rhythm determined by frequency and type Rhythm determined by frequency and type (eg face-to-face, phone) of meetings(eg face-to-face, phone) of meetings

Time between “heartbeats” depends on task Time between “heartbeats” depends on task (interdependence, complexity, schedule)(interdependence, complexity, schedule)

Face-to-face meetings pump oxygen and Face-to-face meetings pump oxygen and blood into the life of the team and its blood into the life of the team and its relationships between members - heartbeatsrelationships between members - heartbeats

Face-to-face meetings do Face-to-face meetings do notnot need to need to coincide with major decision points! coincide with major decision points! RhythmRhythm is more important.is more important.

Adapted from Maznevski 2001

8383

Heartbeat evidence Heartbeat evidence

• Meets face-to-face every six Meets face-to-face every six monthsmonths

• Meets by formal telephone Meets by formal telephone conference every two monthsconference every two months

11 33 1313997755 1111

Maznevski 2001Maznevski 2001

MonthMonth

11 33 1313997755 1111MonthMonth

• No established rhythm of face-No established rhythm of face-to-face meetingsto-face meetings

• No rhythm of contact using rich No rhythm of contact using rich mediamedia

Ineffective teamIneffective team Effective teamEffective team







8484

PESTEL – Leveraging external pressures for PESTEL – Leveraging external pressures for innovationinnovation

Johnson & Scholes 1997

Political

Environmental Technical

Legal Social

Economic

Organization

8585

1. What factors are affecting the organization?1. What factors are affecting the organization?2. Which of these are the most important at the present 2. Which of these are the most important at the present

time?time?3. Which of these are the most important in the next few 3. Which of these are the most important in the next few

years?years? Political

− Global, regional, and national political development (administration, political parties)

− Taxation policy− Foreign trade regulations− Labor market politics− Government stability

Socio-cultural− Population demographics− Income distribution− Social mobility− Lifestyle changes− Attitudes to work and leisure− Attitudes to consumerism− Levels of education− Changes in values/attitudes− Education conditions− Work environment conditions− Health conditions

Environmental− Ecology− Pollution conditions− ”Green” energy − Energy conservation− Waste handling

Economic− Business cycles− GNP trends− Interest rates & Exchange rates− Money supply− Inflation− Unemployment− Wage level − Private consumption and

disposable income− Public finances− Energy availability and cost

Technological− Government spending on research− Government and industry focus of

technological effort− New discoveries/development− Speed of technology transfer− Rates of obsolescence− New patents and products

Legal− Development in price and

competitive legislation− Labour market legislation− Product safety and approvals

8686

External networks are growing in External networks are growing in importance!importance!

8787

Other people around the world

Other employes around the world

Other employees in your country

Co-Workers

Friends

You

AlexEyal

Your managerRami’s manager

Hila

YaronYuval

Eduardo

Ed

Muriel

Peter

Frequent e-mails

Infrequent e-mails

Web 2.0 Collaboration

Large portion of Large portion of new ideasnew ideas and formal and formal collaboration relationships come from collaboration relationships come from external external

contactscontacts87

Problem solutions - The Goldcorp ChallengeProblem solutions - The Goldcorp Challenge

8888

Promote an open innovation attitudePromote an open innovation attitude

Not all the smart people Not all the smart people work for us. We need to work for us. We need to work with smart people work with smart people inside and outside the inside and outside the

company.company.

The smart people in The smart people in our field work for us.our field work for us.

If you create the most If you create the most and the best ideas in and the best ideas in the industry, you will the industry, you will

win.win.

If you make the best If you make the best use of internal and use of internal and external ideas, you external ideas, you

will win.will win.

Closed attitudeClosed attitude Open attitudeOpen attitude

Chesborough 2003Chesborough 2003 8989

9090

Develop participation in a Develop participation in a varietyvariety of of networks networks

Strong Strong tiesties

Weak Weak tiesties

Outside Outside organizatioorganizatio

nn

Inside Inside organizatioorganizatio

nn

SOCNETSOCNET

9191

Start your own external networkStart your own external network

Swedish International Swedish International Business School Alumni Business School Alumni

Network (SIBSAN)Network (SIBSAN)

Stanford Stanford GSB GSB

Alumni Alumni Club Club

Nobel Laureates Nobel Laureates

Government Government MinistersMinisters

StanfordStanford

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Go meet someone different or far awayGo meet someone different or far away

Robin and Steve Mahaley from Robin and Steve Mahaley from Duke CE in Second LifeDuke CE in Second Life







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Operational networks of high performersOperational networks of high performers

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Higher level networks provide “big picture” Higher level networks provide “big picture” information, help with decision making, and information, help with decision making, and

access to resourcesaccess to resources

External peer External peer networks provide new networks provide new ideas for process or ideas for process or product innovations product innovations

as well as new as well as new insightsinsights

Subordinates Subordinates provide technical provide technical information and information and

expertiseexpertise

Internal peer Internal peer networks provide networks provide

brainstorming, brainstorming, advice, and supportadvice, and support

External and internal External and internal clients ensure satisfied clients ensure satisfied

and profitable and profitable relationshipsrelationships

Adapted from Cross, Martin, Weiss 2006, Teigland 2003Adapted from Cross, Martin, Weiss 2006, Teigland 2003

Develop three forms of networkingDevelop three forms of networking

OperationalOperational PersonalPersonal StrategicStrategic

Purpose Getting work done efficiently

Enhancing personal and professional development

Developing and achieving future priorities

Members Mostly internal contacts and focused on current demands

Mostly external contacts and focused on current and future interests

Both internal and external contacts and focused on future

Network attributes

Depth through building strong working relationships

Breadth through reaching out to contacts who can refer you to others

Leverage through creating inside-outside links

9595Ibarra & Hunter, HBR Jan 2007

……while making sure you while making sure you create value and foster trust.create value and foster trust.

Build relationshipsBuild relationshipsbefore you need them,before you need them,

….….……

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People understand the gamePeople understand the game

We do have certain individuals who …blast out FYI emails…… I think a lot of it is positioning within the organization…..

I would say that 99% of those emails/articles are irrelevant…. are

deleted. If I find something interesting …… I would send it to relevant people,

but I certainly wouldn’t send it to everyone.

Whelan, Teigland, & Donnellan 2008

R&D ScientistR&D Scientist

9797

tschaut’s photostschaut’s photos

ContributioContributionn

ReciprocitReciprocityy

AccumulationAccumulation

ValueValue

The positive spiral of social networksThe positive spiral of social networks

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“At the core of the 21st century company is the question of participation. At the heart of participation is the mind and spirit of the

knowledge worker....”

John Seely Brown & Estee Solomon Gray, “The People are the Company” Fast Company Issue

01, October 1995 http://www.fastcompany.com/online/01/people.html

9999

100100

Leadership and learning are indispensable to

each other.”

- John F. Kennedy

Leadership, teaching, and learning are

inextricably interlinked.

- Jack Welch

Leading and learningLeading and learning

“The rate at which individuals and organizations learn may become the only sustainable competitive

advantage, especially in knowledge-intensive industries.”

101101

Ray Stata,Chairman Analog Devices

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin [email protected]@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

Thanks and Thanks and see you in world!see you in world!

Karinda RhodeKarinda Rhode

aka Robin Teiglandaka Robin [email protected]@hhs.se

www.knowledgenetworking.www.knowledgenetworking.orgorg

www.slideshare.net/www.slideshare.net/eteigland eteigland

102102

Sources and acknowledgementsSources and acknowledgements Books

− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business

School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007

Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/

Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Burt, Structural Holes, 1992− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business

School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc., 2007

Homepages − Wayne Baker, webuser.bus.umich.edu/wayneb/− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− Steve Mahaley, www.dukece.com− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/

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Sources and acknowledgements (cont’d)Sources and acknowledgements (cont’d) Articles and Research PapersArticles and Research Papers

− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”, Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.

− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.

− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

Articles and Research PapersArticles and Research Papers− Cross, Baker, & Parker, “What creates energy in organizations?”, Cross, Baker, & Parker, “What creates energy in organizations?”,

Sloan Management ReviewSloan Management Review, Summer 2003., Summer 2003.− Cross, Parise, & Weiss, “Driving Strategic Change with a Network Cross, Parise, & Weiss, “Driving Strategic Change with a Network

Perspective”, Network Roundtable working paper, 2006.Perspective”, Network Roundtable working paper, 2006.− Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a Kleinbaum, Stuart, Tushman, Communication (and Coordination?) in a

Modern, Complex Organization, HBS working paper, Modern, Complex Organization, HBS working paper, http://www.hbs.edu/research/pdf/09-004.pdfhttp://www.hbs.edu/research/pdf/09-004.pdf

− Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.Ibarra & Hunter, “How Leaders Create and Use Networks”, HBR, 2007.- Coleman, D. Virtual Team Spaces, 2006.Coleman, D. Virtual Team Spaces, 2006.- Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for Connaughton, SL & Daly, JA, “Leading from Afar: Strategies for

Effectively Leading Virtual Teams” in Effectively Leading Virtual Teams” in Virtual Collaborative Teams: Virtual Collaborative Teams: Process, Technologies, & Practice Process, Technologies, & Practice (S. H. Godar & S. P. Ferris, Eds.).(S. H. Godar & S. P. Ferris, Eds.).

- Lipnack, J. & Stamps, Lipnack, J. & Stamps, Virtual Teams: Reaching Across Space, Time, Virtual Teams: Reaching Across Space, Time, and Organizations with Technologyand Organizations with Technology. John Wiley & Sons, Inc.: New . John Wiley & Sons, Inc.: New York, 1997.York, 1997.

- Maznevski, M. High performance from global virtual teams, 2001.Maznevski, M. High performance from global virtual teams, 2001.- Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project Ruuska, I. & Teigland, R. 2009 (Forthcoming). “Ensuring Project

Success through Collective Competence and Conflict Management in Success through Collective Competence and Conflict Management in Public-private Partnerships: A Case Study of a Swedish Triple Helix e-Public-private Partnerships: A Case Study of a Swedish Triple Helix e-government Initiative”. government Initiative”. International Journal of Project ManagementInternational Journal of Project Management..

- Schermerhorn, Jr., J., Schermerhorn, Jr., J., ManagementManagement, 2004., 2004.

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1-1 energizing change through network leadership dr. robin teigland stockholm school of economics...

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