leveraging social networks to accelerate change
DESCRIPTION
Presentation for the Midwest Talent Management Forum, 9/25/2009. More: http://partneringresources.com/organizational-networks-and-organization-performance/TRANSCRIPT
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
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The Point
Companies can change more efficiently,
more effectively,
and
less painfully
by tapping into existing hidden networks.
Image: Partnering Resources
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What is a network?
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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
What is a Network?
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The Simplest Work Network
You have a question
You ask Mary at the next desk
She doesn’t know the answer and calls
Sam for advice
Sam knows how to answer the
question so Mary connects you to
Sam
Problem solved!
Human networks are also all about movement: The movement of information
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People Form Networks within Teams
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More People, More Complexity
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When We Work Only With Formal Systems…
Jane is at the individual contributor level on the org chart
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…We Miss the Networks
Jane is a critical connector in this network
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Activity: Inside the Network
What is it like to be inside a network? Let’s see!
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Qualities of Networks
Healthy networks can…• Adapt quickly to change.• Withstand stress.• Reorganize without significantly
affecting productivity.• Diffuse information easily.• Grow quickly.
Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).
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The Secret to Managing Networks: Critical Connectors• Identified by Dr. Karen
Stephenson• Exist in all networks• Critical Connectors
comprise only 5% of the network
• Three Critical Connectors
► Hubs► Gatekeepers► Pulsetakers
Image: © 2005 NetForm, Inc. Used with permission.
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The Hub
• Highly and directly connected with many people
• Communicate and disseminate knowledge through the organization
GaryHarry
Patty
Paula
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The Gatekeeper
• Serve as links between departments, functions, and groups
• Act as information gateways
• Broker knowledge between critical parts of the organization
GaryHarry
Patty
Paula
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The Pulsetaker
• Have maximum influence using minimum number of direct contacts
• Work through indirect means
GaryHarry
Patty
Paula
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It’s Not Just the Grapevine
Social Decision-Making Innovation
Expertise Improvement
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What do networks have to do with change?
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Table Discussion
1. How do informal relationships and information paths affect change initiatives in your organization?
2. How have informal relationships and information paths helped change efforts in your organization succeed?
3. How have informal relationships and information paths hindered change efforts?
Be ready to report out on discussion highlights.
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What does the research say about networks and change?
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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
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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.
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Successful Projects Have Stronger Leadership Networks
• 93% of completely successful change initiatives were led by people with very strong / strong personal networks
• 73% of less successful change initiatives were led by people with moderate / weak networks
Data: NEHRA / Partnering Resources study (2009).
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What can you do to harness the power of networks on your next change
initiative?
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Next Steps
1. Understand the organization’s networks
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Next Steps
2. Build strong personal networks
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Next Steps
3. Leverage networks consciously to support change
Image: Nancy Margulies (www.nancymargulies.com)
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Let’s Leverage our Networks!
• What stands out as most relevant to your work?
• How could network dynamics help your organization?
• What questions do you have?
Image: Nancy Margulies (www.nancymargulies.com)
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ReferencesArticles & Research• Cross, R., Borgatti, S.P., & Parker, A. (Winter 2002). “Making Invisible Work Visible: Using Social Network Analysis to Support
Strategic Collaboration.” California Management Review.• Cross, Martin, & Weiss (2006). “Mapping the Value of Employee Collaboration. McKinsey Quarterly.• Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-
business.com. • Plastrik & Taylor (2006). “Net Gains: A Handbook for Network Builders.” Available at
www.barrfoundation.org/resources/resources_show.htm?doc_id=436179.• Stephenson, K. (2005). “Trafficking in Trust.” In Enlightened Power (Coughlin, Wingard, & Hollihan, ed.). Available at
www.drkaren.us/KS_publications01.htm. • Townsend, M. (2009). “A Failed Succession Story.” Available at www.tinyurl.com/956vfm. • Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at
www.partneringresources.com/resources.html. • Evans & Wolf (2005). “Collaboration Rules.” Harvard Business Review.• Watson Wyatt (2002). WorkUSA® 2002. Available at www.watsonwyatt.com/research/resrender.asp?id=ONL011&page=1.
Books• Anklam, P. (2007). Net Work: A Practical Guide to Creating and Sustaining Networks at Work and in the World. • Cohen, D. & Prusak, L. (2001). In Good Company: How Social Capital Makes Organizations Work. • Cross, R., & Parker, A. (2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in
Organizations.
Local Resource• Stephanie Sobczak, Lunations Consulting, LLC. 608.334.3806
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About the Presenter
• Founder of management consulting firm Partnering Resources.• Specializes in identifying the hidden web of relationships that drive
organization performance and helping leaders reach across the “white spaces” to develop solutions that stick.
• Client list includes Alcatel-Lucent, eCopy, eTeck, Fidelity, Financial Profiles, Hanover Insurance Group, Merrimack Pharmaceutical, and Novartis, as well as public and third sector companies such as Andover / Phillips Academy, Close to Home, National Air and Space Administration, National Braille Press, and Project Harmony.
• Teaches leadership, strategy, and alignment at Boston University Corporate Education Center and Northeastern University.
• Published by CIO.Com, Chief Learning Officer, Mass High Tech, and other magazines and journals.
• Serves on the Editorial Review Board for OD Practitioner, the premier organization development practitioner journal in the United States.
• Likes chocolate a lot.
Contact: 617.395.8396 o [email protected] o www.partneringresources.com