Network Leadership

Leveraging Social Networks for Improved Performance

Dr. Robin Teigland

Stockholm School of Economics

www.knowledgenetworking.org

www.slideshare.net/eteigland

RobinTeiglandMarch 2015www.hhs.se

Who am I? (LinkedIn Inmaps)

SSE

Exec Ed

Swedish Industry

Research

Wharton

Stanford

McKinsey

vonorange.com

Today’s discussion

Background

Organizational network analysis

Personal network analysis

4

What most people think of when they hear “social networks”

5

Then…

Thx to R. Wieselfors, Ericsson for photos

…Now

Thx to R. Wieselfors, Ericsson for photos

8

Six degrees of separation- Milgram, 1967

Image: http://www.deliveringhappiness.com/on-six-degrees-of-separation/

But the number of degrees is falling…

9http://www.telegraph.co.uk/technology/facebook/8906693/Facebook-cuts-six-degrees-of-separation-to-four.html

Increasing focus on network science

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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

”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

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

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Social network analysis has a long history and is based on matrix algebra and graph theory

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http://en.wikipedia.org/wiki/Social_network


Background



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What are they doing?

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

Uncovering networks in an organization

Formal organization Informal organization

Teigland et al. 2005

What do you notice about the informal network?

21Cross, Introduction to organizational network analysis

Revealing the informal hierarchy

22Brandes, Raab and Wagner (2001)

Organization chart shows how authority ties shouldlook…

… but sociograph of actual advice-seeking …

… can be restructured to reveal “real”hierarchy!

Knoke

Some positions are more important than others

23Anklam 2009

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

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With which colleagues do you discuss everyday technical issues/work-related problems at least once a week?

Schenkel & Teigland 2011

Red=MaleBlue=Female

=Left org

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With which colleagues do you discuss exciting new ideas and better ways of getting things done?


Red=MaleBlue=Female

=Left org

”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

Stockholm

London

Brussels

Helsinki

MadridCopenhagen

“Information brokers” between locations

Transferred from Stockholm

Teigland 1998

San Francisco

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Knowledge sharing across client teams

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Knowledge sharing across client teams

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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

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

BA

Two individuals with the same number of contacts…

…but with very different access to resources

BA

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A

Poor creativity and

innovative performance

Highcreativity and

innovative performance

Teigland 2003

B

Avoid creating insular networks

http://www.enronexplorer.com/focus/19185# 36

Network structure affects performance

37

Division 1 Division 2

Improved efficiency over time

Stagnant performance over time


Two divisions within Sundlink (Öresund Bridge)

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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

“Managing” networks in your organization

Before After

Cross; Anklam & Welch 2005

1. Uncover networks

2. Analyze networks

3. Improve connectedness

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 ofMexico

Brazil

AngolaUK

Canada

Saudi Arabia

Nigeria

U.S.

Brazil

Angola

Saudi

Arabia

Canada

U.K.

Nigeria

U.S.Gulf ofMexico

Brazil

AngolaUK

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 ofMexico

Brazil

AngolaUK

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

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http://nodexl.codeplex.com/

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

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

Analyze and visualize data

44http://en.wikipedia.org/wiki/Social_network_analysis_software18


Background



45

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

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

Develop three forms of networking

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Operational Personal Strategic

Purpose Getting work done efficiently

Enhancing personal and professional development

Developing and achieving future priorities

Members Mostly internalcontacts and focused on current demands

Mostly externalcontacts 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

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

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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

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 Networki

Brief Description:

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 organ ization.

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

Leverage social media to build your networks

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What benefits can you achieve through using social media?

- Innovation- Learning

- Relationships- Leads- Other?

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

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Get started with Twitter

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GettingStartedwithTwitter

RobinTeiglandwww.knowledgenetworking.org

@robinteigland

Step1:CreateaTwitteraccount.1. Gotohttp://twitter.com.

Step2:Createyourtwitterprofile.1. ClickonSettings&edityourprofile(makesuretoaddaphoto).2. Viewtheresultson“Viewmyprofilepage”

(http://twitter.com/yourusername).

Step3:Sendatweet.1. Goto“ComposenewTweet”andtypewhatyouaredoing/thinking,etc.

andclickenter-140charactermax!Step4:Findsomepeopleoraccountstofollow.

1. Use#Discover(atthetopofyourTwitterhomepage)orsimplytypeanameintosearchboxattopofscreen(e.g.,robinteigland).ClickonFollow.

2. Somepeopleyoumightwanttofollow:a. Peopleinyourlocalcommunitywhomyouseeatprofessionalor

personaleventsb. Customers(andpotentialcustomers)c. Competitorsd. Peersandpeopleinyourindustrye. Serviceprovidersforyourbusiness

f. Peoplewhoinspireyoupersonallyorprofessionallyg. Gurusinafieldofinterest

Step5:Interactwithotherswhoaretweeting.

1. Favoriteatweet.2. Retweetatweet.3. Replytoatweet.

Step6:Sendatweet.

1. Composeatweetandincludealinktoaninterestingwebsite,article,etc.2. Includeahashtagforyourtopic,eg#crowdfunding.

Click on the document to the left to see some

basic steps to get started with Twitter

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?

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Some tools to build your network

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Tools to uncover your networks

Facebook

− TouchGraph Facebook Browser

http://www.touchgraph.com/facebook

LinkedIn

− http://socilab.com/#home/

Klout

− http://klout.com/#/dashboard

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Facebook network via TouchGraph

59http://www.touchgraph.com/facebook

60http://socilab.com/#home

Track your influence

www.klout.com

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


Background



63

Some positions are more important than others

64Anklam 2009

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

Avoid creating insular networks

http://www.enronexplorer.com/focus/19185# 66

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 ofMexico

Brazil

AngolaUK

Canada

Saudi Arabia

Nigeria

U.S.

Brazil

Angola

Saudi

Arabia

Canada

U.K.

Nigeria

U.S.Gulf ofMexico

Brazil

AngolaUK

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 ofMexico

Brazil

AngolaUK

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

Want to learn more? Join our funnovation workshops

www.funnovation.se

http://funnovation.se/

http://funnovation.se/

Robin Teigland

[email protected]

www.knowledgenetworking.org

www.slideshare.net/eteigland

www.funnovation.se

@RobinTeigland

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Network Leadership

Business

Transcript of Network Leadership