How Work Really Gets Done - Partnering Resources

H Work How W k Really R ll Gets G t Done D Leveraging Social Networks to Accelerate Change 2009 Midwest Forum on Talent Management Madison, Wisconsin September 25, 2009 Presenter: Maya Townsend, Townsend Founder Partnering Resources

The Point Companies can change more efficiently, more effectively, and less painfully by tapping into existing hidden networks.

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Image: Partnering Resources

What is a network?

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What is a Network? Public transportation networks help people travel in cities

Computer networks move data from location to location

Networks are about movement 4

The circulatory system carries i oxygen and d carbon b dioxide to and from our cells

The Simplest Work Network Human networks are also all about movement: The movement of information

You have a question

Sam knows S k how h to answer the question so Mary connects you to S Sam You ask Mary at the next desk

She doesn’t know the answer and calls Sam for advice

Problem solved! 5

People Form Networks within Teams

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More People, People More Complexity

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When We Work Only With Formal Systems…

Jane

Jane is at the individual contributor level on the org chart 8

We Miss the Networks …We

Jane

Jane is a critical connector in this network 9

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. quickly

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Case studies: Plastrik & Taylor (2006) and Evans & Wolf (2005).

The Secret to Managing Networks: Critical Connectors • Identified by y Dr. Karen Stephenson • Exist in all networks • Critical C iti l C Connectors t comprise only 5% of the network • Three Critical Connectors ► ► ►

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Hubs H bs Gatekeepers Pulsetakers

Image: © 2005 NetForm, Inc. Used with permission.

The Hub

Paula Harry

Gary Patty y

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Highly and directly connected with many people

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Communicate and disseminate knowledge through the organization

The Gatekeeper

Paula Harry

Gary Patty y

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•

Serve as links between departments, functions, and groups

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Act as information gateways

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Broker knowledge between critical parts of the organization

The Pulsetaker

Paula Harry

Gary Patty y

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Have maximum influence using minimum number of direct contacts

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Work through indirect means

It’ss Not Just the Grapevine It

Decision-Making

Social

Expertise 16

Innovation

Improvement

What do networks have to do with change?

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Table Discussion 1. How do informal relationships p and information p paths affect change initiatives in your organization? 2 H 2. How h have iinformal f l relationships l ti hi and d iinformation f ti paths helped change efforts in your organization succeed? 3. How have informal relationships and information paths th hindered hi d d change h efforts? ff t ? Be ready to report out on discussion highlights highlights. 18

Higher Trust Organizations Earn Greater Returns for Shareholders Growth in Total Returns to Shareholder over 3 Years Networks represent trust t t relationships l ti hi Healthy networks have greater levels of trust 20%

7%

Low Trust Companies 19

Data: Watson Wyatt (2002): WorkUSA® 2002.

High Trust Companies

Information Sharing is Crucial for Growth

20%

“Our organization effectively shares knowledge across boundaries.”

80%

Percentage of executives in McKinsey poll responding positively to question.

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Data: Cross, Martin, & Weiss, McKinsey Quarterly, 2006.

“Coordination across organizational lines is crucial for growth.”

Successful Projects Have Stronger LLeadership d hi N t k Networks Completely Successful Projects

Less Successful Projects

Moderate 7% Weak 18% Very Strong 36% %

Strong 57%

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Strong 27%

Moderate 55%

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93% of completely successful change initiatives were led by people with very strong / strong personal networks

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73% of less successful change initiatives were led by people with moderate / weak networks

Data: NEHRA / Partnering Resources study (2009).

What can you do to harness the power of networks on your next change i iti ti ? initiative?

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Next Steps

1. Understand the organization’s networks

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Next Steps

2 Build strong personal 2. networks

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Next Steps 3. Leverage networks consciouslyy to support change

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Image: Nancy Margulies (www.nancymargulies.com)

Let’ss Leverage our Networks! Let • What stands out as most relevant to your work? • How could an understanding of network dynamics help your organization? ? • What q questions do yyou have?

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Image: Nancy Margulies (www.nancymargulies.com)

References Articles & Research • Cross, Cross R R., Borgatti, Borgatti S.P., S P & Parker, Parker A A. (Winter 2002) 2002). “Making 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 g _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. 608.334.6142

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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 g and jjournals. other magazines • 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 617 395 8396 o [email protected] maya@partneringresources com o www.partneringresources.com www partneringresources com

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