Network Leadership
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This document discusses leveraging social networks for improved performance. It provides background on social network analysis and organizational network analysis (ONA). ONA can uncover informal networks in organizations and reveal the true hierarchy. Analyzing knowledge flows and connections can improve performance. Personal network analysis shows that individuals with bridging roles have advantages like promotions and salaries. The document encourages developing three types of networks - operational, personal, and strategic. Tools like Facebook, LinkedIn, and Klout can help uncover and analyze networks. Exercises guide reflecting on network development goals.
Network Leadership
- 1. Leveraging Social Networks for Improved Performance Dr. Robin Teigland Stockholm School of Economics www.knowledgenetworking.org www.slideshare.net/eteigland RobinTeigland March 2015 www.hhs.se
- 3. Who am I? (LinkedIn Inmaps) SSE Exec Ed Swedish Industry Research Wharton Stanford McKinsey vonorange.com
- 4. Today’s discussion Background Organizational network analysis Personal network analysis 4
- 5. What most people think of when they hear “social networks” 5
- 6. Then… Thx to R. Wieselfors, Ericsson for photos
- 7. …Now Thx to R. Wieselfors, Ericsson for photos
- 8. 8 Six degrees of separation - Milgram, 1967 Image: http://www.deliveringhappiness.com/on-six-degrees-of-separation/
- 9. But the number of degrees is falling… 9http://www.telegraph.co.uk/technology/facebook/8906693/Facebook-cuts-six-degrees-of-separation-to-four.html
- 10. Increasing focus on network science 10
- 11. Hidden influence of social networks 11http://www.ted.com/talks/lang/en/nicholas_christakis_the_hidden_influence_of_social_networks.html Happy people In between people Unhappy people Christakis & Fowler, 2011
- 12. 12
- 13. ”No one knows everything, everyone knows something, all knowledge resides in humanity.”networks Adapted from Lévy 1997 Six degrees of separation - Milgram, 1967 Image: Krebs
- 14. 14
- 15. What is a network? A set of actors connected by ties •Ties/Links −Knowledge, trust, team, sit by, dislike, etc. −Alliance, customer, investment, etc. Tie •Actors/Nodes −Individuals −Teams, organizations, etc. Actor 15
- 16. Social network analysis has a long history and is based on matrix algebra and graph theory 16 http://en.wikipedia.org/wiki/Social_network
- 17. Today’s discussion Background Organizational network analysis Personal network analysis 17
- 18. What are they doing?
- 19. Knowledge flows along existing pathways in organizations. If we want to understand how to improve the flow of knowledge, we need to understand those pathways. Larry Prusak, Founder Institute for Knowledge Management
- 20. 20 Uncovering networks in an organization Formal organization Informal organization Teigland et al. 2005
- 21. What do you notice about the informal network? 21Cross, Introduction to organizational network analysis
- 22. Revealing the informal hierarchy 22Brandes, Raab and Wagner (2001) Organization chart shows how authority ties should look… … but sociograph of actual advice-seeking … … can be restructured to reveal “real” hierarchy! Knoke
- 23. Some positions are more important than others 23Anklam 2009
- 24. 24 Myths about networks I already know what is going on in my network We can’t do much to help informal networks To build networks, you have to communicate more Adapted from Cross et al. 2002
- 25. 25 With which colleagues do you discuss everyday technical issues/work-related problems at least once a week? Schenkel & Teigland 2011 Red=Male Blue=Female =Left org
- 26. 26 With which colleagues do you discuss exciting new ideas and better ways of getting things done? Schenkel & Teigland 2011 Red=Male Blue=Female =Left org
- 27. ”Birds of a feather flock together” “Lika barn leka bäst” People find similar people attractive and develop relations with people like themselves Our networks tend to be homogeneous and not heterogeneous Marsden 1987, Burt 1990 27
- 28. Stockholm London Brussels Helsinki Madrid Copenhagen “Information brokers” between locations Transferred from Stockholm Teigland 1998 San Francisco 28
- 29. Knowledge sharing across client teams 29
- 30. Knowledge sharing across client teams 30
- 31. 31 Proximal collaboration When people are more than 50 feet apart, the likelihood of them collaborating more than once a week is less than 10%. - Allen 1984
- 32. New ideas flow from outside into organization through informal networks What happens to them after entering the organization? 32Whelan & Teigland 2010 Where does much of innovation start?
- 33. 33 BA Two individuals with the same number of contacts…
- 34. …but with very different access to resources B A 34
- 35. A Poor creativity and innovative performance High creativity and innovative performance Teigland 2003 B
- 36. Avoid creating insular networks http://www.enronexplorer.com/focus/19185# 36
- 37. Network structure affects performance 37 Division 1 Division 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2008 Two divisions within Sundlink (Öresund Bridge)
- 38. 38 Myths and reality checks I already know what is going on in my network Those who think they know their network the best are usually the ones who know the least We can’t do much to help informal networks Informal networks can be “managed” through changing the organizational context To build networks, you have to communicate more Networks can be strategically developed Adapted from Cross et al. 2002
- 39. 39 “Managing” networks in your organization Before After Cross; Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
- 40. ONA Actions •Identify overly connected people •Bridge invisible network silos •Create awareness of distributed expertise •Bring in peripheral players ONA Results •24% rise in customer satisfaction •66% reduced cost of poor quality •22% increase in new product revenue •10% improved operational productivity U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Significantly improved performance Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Cross 2010
- 42. Some questions to ask Communication: How often do you talk with the following people regarding (topic x)? Information: Who do you typically seek work- related information from? Problem-solving: Who do you typically turn to for help in thinking through a new or challenging problem? Knowing: How well do you understand this person’s knowledge and skills? Access: Who is generally accessible to you within a sufficient amount of time to help solve a problem? 42Cross et al 2002
- 43. Conduct your own ONA 1. Uncover strategically important networks − Collaboration generally poor across functional, physical, hierarchical, and organizational lines − Meaningful, actionable relationships, e.g., information flow, knowledge sharing, trust, decision-making 2. Collect and analyze data − E.g., email, survey, interview, observation − Visually map data 3. Improve connectedness − Create meaningful feedback sessions 43Cross, Introduction to organizational network analysis
- 44. Analyze and visualize data 44 http://en.wikipedia.org/wiki/Social_network_analysis_software18
- 45. Today’s discussion Background Organizational network analysis Personal network analysis 45
- 46. 46 So, what does this mean for you? An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints Casper & Murray 2002 German biotech scientists
- 47. Bridging unconnected groups brings advantages •More rapid promotions •Greater career mobility •Higher salaries •More adaptable to changing environments Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 47
- 48. Develop three forms of networking 48 Operational Personal Strategic 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 Ibarra & Hunter, HBR Jan 2007
- 49. Build relationships with people at all hierarchical levels Look for complementary skills while maintaining a balance! Cross, Parise, & Weiss 2006 Higher: Help with making decisions, acquiring resources, developing political awareness, explaining organizational activities beyond local setting Equal: Help brainstorm and provide specific help, support, and needed information Lower: Provide best sources of technical information and expertise 49
- 50. 50 “Think about it: everybody you know, everyone you meet, also know about 250 people. So every time you cultivate a relationship with one new person, you have actually expanded your personal inventory by 250 people – every single time.” — Bob Burg, Author and Speaker
- 51. Network Mapping Exercise Map network connections - Individual work (15 mins) Share maps - Small groups (45 mins) Strengthening networks - Plenary (20 mins) 51Adapted from http://enrapkscurriculum.pbworks.com/w/page/21532104/Strengthen%20relationships%20and%20networks Map Your Social Network i BriefDescription: This activity offers an introduction to social network mapping, a tool to support discussions and idea generation on strengthening relationships and networks. The exercise involves each participant creating his or her own informal network map using basic tools including paper, pens and post-it notes. During the workshop you will have the chance to discuss the maps with others who can offer their perspective of your network, which you may not always easily see. Discussing with workshop participants gives you a chance to see the diagram from another’s point of view. Together, these help inform your strategy for working with and sharing knowledge with those in your network. Purpose: · Understand a simple application of social network mapping · Consider how best to utilize your network for your project · Use the multiple perspectives of others to improve your understanding of your network · Visualize and get a better understanding of your networks knowledge sharing paths Materials: · 2 pieces of flip chart paper (an extra just in case!) · Small Post-It notes (or pieces of paper and tape) in three colors · Pencil · Marker pens (2 colors) Steps: 1. Think of a specific project / assignment in which you are involved that requires knowledge to be shared - something that is real, important and relevant to you. 2. List all the people and organizations involved with this work, writing each one on a small Post-It note. We’ll call these “notes” from now on. Use yellow color notes for people in your department/division, a second color for those in the same organization but in another department/division than yours, and a third color for those outside your organization. 3. Write a note that represents you or your immediate working group or organization. 4. Starting with your note, arrange the notes on the flip chart paper. Place the other notes in relationship to you/your organization. In other words, people or organizations you most frequently do things with should be closer to your note than ones you only interact with infrequently. We do this just to simplify the drawing of lines. In social network analysis, distance is not always used. If your work is all internal, consider other departments, etc. 5. If people or organizations on the notes have relationships or interactions with each other, try and place those notes closer to each other. Move the notes around until you have a general sense of how each person/organization relates to you and to the other notes. Click here
- 52. Leverage social media to build your networks 52
- 53. 53 What benefits can you achieve through using social media? - Innovation - Learning - Relationships - Leads - Other?
- 54. Why do people use twitter? What’s happening now? − News, events, trending topics What do you think? − Ability to get immediate response Who else is interested in this? − Ability to reach a broader community − Ability to learn about topic To take a break − Chat informally about serious and less serious topics 54
- 55. Get started with Twitter 55 Getting Started with Twitter Robin Teigland www.knowledgenetworking.org @robinteigland Step 1: Create a Twitter account. 1. Go to http://twitter.com. Step 2: Create your twitter profile. 1. Click on Settings & edit your profile (make sure to add a photo). 2. View the results on “View my profile page” (http://twitter.com/yourusername). Step 3: Send a tweet. 1. Go to “Compose new Tweet” and type what you are doing / thinking, etc. and click enter - 140 character max! Step 4: Find some people or accounts to follow. 1. Use #Discover (at the top of your Twitter homepage) or simply type a name into search box at top of screen (e.g., robin teigland). Click on Follow. 2. Some people you might want to follow: a. People in your local community whom you see at professional or personal events b. Customers (and potential customers) c. Competitors d. Peers and people in your industry e. Service providers for your business f. People who inspire you personally or professionally g. Gurus in a field of interest Step 5: Interact with others who are tweeting. 1. Favorite a tweet. 2. Retweet a tweet. 3. Reply to a tweet. Step 6: Send a tweet. 1. Compose a tweet and include a link to an interesting website, article, etc. 2. Include a hashtag for your topic, eg #crowdfunding. Click on the document to the left to see some basic steps to get started with Twitter
- 56. Twitter exercise How could you use Twitter? How could Twitter help you professionally? How could you use Twitter to build social networks in your organization? How will you use Twitter this next week? 56
- 57. Some tools to build your network 57
- 58. Tools to uncover your networks Facebook − TouchGraph Facebook Browser http://www.touchgraph.com/facebook LinkedIn − http://socilab.com/#home/ Klout − http://klout.com/#/dashboard 58
- 59. Facebook network via TouchGraph 59 http://www.touchgraph.com/facebook
- 62. Exercise Social network development − What is your personal strategic objective for next 1-2 years? − What resources do you need to fulfill this objective? − What resources do your network ties give you access to? − What network ties do you need to strengthen? − How can you help one another make new connections? − How could you use social media to help you develop your strategic networks? Resource Network tie Strength Action
- 63. Today’s discussion Background Organizational network analysis Personal network analysis 63
- 64. Some positions are more important than others 64Anklam 2009
- 65. Bridging unconnected groups brings advantages •More rapid promotions •Greater career mobility •Higher salaries •More adaptable to changing environments Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 65
- 66. Avoid creating insular networks http://www.enronexplorer.com/focus/19185# 66
- 67. ONA Actions •Identify overly connected people •Bridge invisible network silos •Create awareness of distributed expertise •Bring in peripheral players ONA Results •24% rise in customer satisfaction •66% reduced cost of poor quality •22% increase in new product revenue •10% improved operational productivity U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S. Brazil Angola Saudi Arabia Canada U.K. Nigeria U.S.Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Significantly improved performance Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Gulf of Mexico Brazil Angola UK Canada Saudi Arabia Nigeria Cross 2010
- 68. Want to learn more? Join our funnovation workshops www.funnovation.se
- 69. Robin Teigland [email protected] www.knowledgenetworking.org www.slideshare.net/eteigland www.funnovation.se @RobinTeigland If you love knowledge, set it free… If you like this presentation and would like to contribute to our research, we accept bitcoins: 14hs4JbnQLXE87GGzu84uXGaspmxmnLpwC. Thank you!!!!!