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 maya@partneringresources.com o www.partneringresources.com