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Network Power!Tapping Hidden Social Networks to Accelerate Improvement
American Society for QualityWorcester SectionJune 18, 2009Presenter: Maya Townsend, Partnering ResourcesContact: 617.395.8396 o [email protected] o www.partneringresources.com
2© 2009 Maya Townsend © 2009 Maya Townsend
The Point
Companies can accelerate
improvement initiatives and
increase likelihood of success by
tapping into existing hidden networks
Image: Partnering Resources
3© 2009 Maya Townsend
Only 29% of change
initiatives are completely or mostly successful improving
performance.
Data: McKinsey (2005).
Why It Matters
4© 2009 Maya Townsend
1. What is a network?2. What do networks have to do with change?3. How can you leverage networks to improve organizations faster and more effectively?
Agenda
5© 2009 Maya Townsend
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?
6© 2009 Maya Townsend
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
7© 2009 Maya Townsend
People Form Networks within Teams
8© 2009 Maya Townsend
More People, More Complexity
9© 2009 Maya Townsend © 2009 Maya Townsend
We Work through Formal Systems…
Jane is at the individual contributor level on the org chart
10© 2009 Maya Townsend
…And Miss the Networks
Jane is a critical connector in this network. Without Jane, the organization separates into 3
unconnected factions
11© 2009 Maya Townsend © 2009 Maya Townsend
Measuring Critical Connectors
• Critical Connectors comprise only 5% of the organization
• Three Critical Connectors – Hubs
– Gatekeepers
– Pulsetakers
Image: © 2005 NetForm, Inc. Used with permission.
12© 2009 Maya Townsend © 2009 Maya Townsend
The Hub
• Highly and directly connected with many people
• Communicate and disseminate knowledge through the organization
GaryHarry
Patty
Paula
13© 2009 Maya Townsend © 2009 Maya Townsend
The Gatekeeper
• Link departments, functions, and groups together
• Act as information gateways and broker knowledge between critical parts of the organization
GaryHarry
Patty
Paula
14© 2009 Maya Townsend © 2009 Maya Townsend
The Pulsetaker
• Have maximum influence using minimum number of direct contacts
• Work through indirect means
GaryHarry
Patty
Paula
15© 2009 Maya Townsend
It’s Not Just the Grapevine: Organizations have Multiple Networks
Social Decision-Making Innovation
Expertise Improvement
16© 2009 Maya Townsend
1. What is a network?2. What do networks have to do with change? 3. How can you leverage networks to improve organizations faster and more effectively?
17© 2009 Maya Townsend © 2009 Maya Townsend
About Change
Changes Completed On Time and With Minimal Disruption:
5%Gartner, 2001
Average Project Cost Overrun:
43%
Percentage of Originally Defined Features
Delivered:
54%** Of which 45% are never usedStandish Group Standish Group
18© 2009 Maya Townsend
Healthy Networks: Adaptable & Resilient
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).
19© 2009 Maya Townsend © 2009 Maya Townsend
Unhealthy Networks Can Cause Failure• Nearly 80% of senior
executives surveyed believe that effective coordination across boundaries is crucial for growth…
• …yet only 25% say their organizations are effective at sharing knowledge across boundaries
Graphic: NetForm. Used with permission.
Lack of connections between two key departments caused a
major gaffe at the LA Philharmonic
20© 2009 Maya Townsend © 2009 Maya Townsend
Leaders Can Leverage Networks
• Situation: Monopolist culture impeded growth, cost-cutting, and quality improvement programs.
• Actions: Leaders identified and engaged critical network connectors in "Pride Builders" meetings.
Case: Reingold & Yang (2007).
• Results: Dramatic increases in satisfaction metrics:
– Increase of 71% in employee satisfaction in comparison to control group.
– Increase of 35% - 245% in customer satisfaction in comparison to control group.
21© 2009 Maya Townsend
1. What is a network?2. What do networks have to do with change?3. How can you leverage networks to improve organizations faster and more effectively?
22© 2009 Maya Townsend
Four Techniques
1. Build strong personal networks
2. Understand your organization’s networks
3. Build networks to support change
4. Use multiple techniques
23© 2009 Maya Townsend © 2009 Maya Townsend
1. Build Strong Personal Networks
Image: Barry Wellman, “The Network Community: An Introduction to Networks in the Global Village.
24© 2009 Maya Townsend © 2009 Maya Townsend
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).
25© 2009 Maya Townsend
Key to Building Your Network
Photo: Sizumaru’s Photo Stream, Flickr.
Building networks requires more giving than receiving
26© 2009 Maya Townsend
The Minimalist Approach
1. Schedule 1 coffee meeting / month
2. Forward 1 email / week
3. Walk around the office and talk with people 1 time / day
27© 2009 Maya Townsend © 2009 Maya Townsend
2. Understand Your Organization’s Networks
• How does information flow through the organization?
• Who are the critical connectors?
• Who are the ad hoc decision-makers?
• Who can make things happen?
Image: Nancy Margulies (www.nancymargulies.com)
28© 2009 Maya Townsend © 2009 Maya Townsend
An Example
Images: Partnering Resources using NetForm™ Connectors software.
The loss of only two people causes major gaps in this nonprofit organization. The diagram on the left shows the organization today. The one on the right shows the organization without 2 critical connectors.
29© 2009 Maya Townsend © 2009 Maya Townsend
How to Understand Networks
1. Map them by hand
2. Map them using ONA software
3. Ask 10 people you trust: Who do you trust to get things done?
Images: Partnering Resources.
30© 2009 Maya Townsend © 2009 Maya Townsend
3. Build Networks to Support Change
31© 2009 Maya Townsend © 2009 Maya Townsend
Case Study: Building Networks to Support Change
• Situation: IT projects consistently failed to meet time and budget constraints.
• Actions: Leaders seeded the Implementation Team with critical network connectors.
• Leaders created a Learning Team also comprised of critical connectors.
Results: The organization achieved its goal and implemented CMM Level 3 processes in 50% the time recommended. Learning continues to this day.
© 2009 Maya Townsend
32© 2009 Maya Townsend © 2009 Maya Townsend
How to Build Change Networks
• Get the right people in the (virtual) room
• Define the purpose • Give them a forum• Encourage give and take• Listen• Give them the power to act
Image: Charis Tsevis.
33© 2009 Maya Townsend © 2009 Maya Townsend
4. Use Multiple Techniques
Ask informal leaders to help support the
change
Brainstorm or explore ideas associated with
the change with people outside the
change team
Strategize how to overcome planning or
implementation obstacles
Get feedback on documents, approach,
and aspects of the initiative before rollout
Understand what the grapevine has to say
about change
Leverage personal contacts to help get
things done
Data: NEHRA / Partnering Resources study (2009).
Strategize how to overcome planning or
implementation obstacles
Get feedback on documents, approach,
and aspects of the initiative before rollout
These two techniques are positively correlated with the success of change initiatives. In other words, if you do nothing else, do these!
34© 2009 Maya Townsend
1. What is a network?2. What do networks have to do with change? 3. How can you leverage networks to improve organizations faster and more effectively?
35© 2009 Maya Townsend © 2009 Maya Townsend
Let’s Leverage our Networks!
What from this presentation stands out as most relevant to your work?
What questions do you have?
Image: Nancy Margulies (www.nancymargulies.com)
36© 2009 Maya Townsend
For More Information…Articles & Research
Kleiner, A. (2002). “Karen Stephenson’s Quantum Theory of Trust.” strategy + business. Available at www.strategy-business.com.
Reingold, J. & Yang, J. L. (2007). “The Hidden Workplace.” CNN Money. Available at www.cnnmoney.com.
Patton, S. (2005). “Social Network Analysis Helps Maximize Collective Smarts.” CIO.Com. Available at http://tinyurl.com/64wtu8.
Stephenson, K. & Zelen, M. (1989). “Rethinking Centrality.” Available at http://drkaren.us/KS_publications01.htm.
Townsend, M. (2008). “The Three Most Important Positions You Don’t Know About Yet.” Available at www.partneringresources.com/resources.html.
Townsend, M. (2009). “Leveraging Human Networks to Accelerate Learning.” Chief Learning Officer. Available at http:// tinyurl.com/ccftsu.
Townsend, M. & Yeung, S. (2009). “Survey: Informal Networks Linked to Success of Change Initiatives.” Boston.Com. Available at http://tinyurl.com/oql7d9.
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.
Network Analysis & Mapping Software
See http://en.wikipedia.org/wiki/Social_network_analysis_software for full list.
Recommended freeware: UCINet & Visone.
Recommended commercial software: Connectors, InFlow, NetMiner.
Websites
www.partneringresources.com
Network Power!Tapping Hidden Social Networks to Accelerate Improvement
American Society for QualityWorcester SectionJune 18, 2009Presenter: Maya Townsend, Partnering ResourcesContact: 617.395.8396 o [email protected] o www.partneringresources.com