Organizational Network Alignment

Kent Myers, PhDScience Applications International Corp.

Slack Robust

Weak Brittle

Potential

High

Low

PerformanceLow HighAligned

AlertAgile

Adaptive

DirectedAlertAgile

Adaptive

PEOPLE

FORMAL ORGANIZATION

CULTURE

CRITICAL TASKS

STRATEGY

ENVIRONMENT

1

2a

2b

3

4

5

6

7 8

0

Others(influence)

Wholes(appreciation)

Self(control)

Three reflections

Unpacking the Network Link: Sub-Links

• 0t – Accurate perception of and support for other’s intention

• 1t – Effective incorporation of partner role and transactions

(repeat for each network pair)

Strategy

Critical tasksA

Str

ateg

y

Crit

ical

tas

ks

B

0t1t

Role Forces

Change Forces

Moving

Toward

Moving

Away

Lagging

Leading

A partner’s state

Three classes of expectations define: - a containment region for an organization- a position of maximum alignment

Local roleGlobal role

Local change

Global change

Contribution

Relationship

Interaction Forces

The network’s state

Unpacking the Network Link: Forces

Am I aligning with B?

Am I aligning with A?

Am I aligning with the

network?

Am I aligning with the

network?

Do I think B is aligning with me?

Do I think A is aligning with me?

A B

Is the relationship

aligned?

Measuring the Network Link: Questions

Measuring the Network Relationship: Indexes

ContributionIndex

NodeIndex

NetworkIndex

RelationshipIndex

PositionalIndex

ChangeIndex

Reputation in network

Overall score forthe network

Overall score for one organization

Capacity & motivation for change

Achievement level (in view of each partner)

Effort level (each partner views other and self)

• Appropriate tension, not ‘maximum’ alignment

• Non-discrepant viewpoints of situation

• Weakness not concentrated in a factor

• Weakness not excessive in an indicator

• Alignment seeking

• Better on weighted factors

Measuring the Network Relationship: Criteria

Org

aniz

atio

n E

xecu

tive

Gro

up

Org

aniz

atio

n S

take

hold

ers

Sur

vey

and

Inte

rvie

w S

taff

Con

sulti

ng S

taff

Nav

y P

roje

ct

Lead

ersh

ip

Issue schedule and expectations

Acknowledge & grant sanction

Introduce project &

obtain sanction

Issue survey invitation &

link

Complete survey

Schedule supplemental

interviews

Grant Interview

Gather data

Prepare hypotheses and models

Participate in issues

workshop

Prepare recommendations

& grounded models

Arrive at decision package

Incorporate results

Tasker

Email

Compendium

DiscussionQuestions

Context & Valuation

ConsultantConclusions

Action Memo

Sensing Interpretation Decision

A Network Alignment Assessment Project

NAVSEA

NAVMAC

NAVSUP

NAVAIR

SPAWAR

Logistics

Manning

Training

Maint.

Support Nodes

CNSF Pillars

Ships

OPNAV

BUPERS

A Surface Enterprise domain,recast as 6 nodes of an organizational network

Factors Relationship

(interpretation & indicators) Node Contribution (interpretation & indicators)

The relationship is orderly and governed.

A is responsible and ordered. Directed

There is mutual understanding of how our relationship is managed. (j4)

There are people in charge on both sides who can govern the relationship and solve problems. (j5)

Neither party attempts to perform work that the other should be performing. (j6)

A's contribution to the relationship with my organization is of good quality. (p1)

A doesn't neglect its part of the work or leave it unfinished. (p2)

A seldom disrupts work processes, beyond what may be necessary. (p3)

A doesn't impose excessive bureaucracy or supervision. (p4)

Both parties are aware of what is going on and what to do.

A is aware of self, others, shared situations. Alert

The two parties have a common operating picture of the domain. (j1)

Both parties agree on facts and status concerning shared work. (j2)

The necessary expertise exists on both sides. (j3)

A clearly understands its obligations to the relationship. (p5)

A appears to be encouraged and rewarded for working well with my organization. (p6)

A keeps us informed; they rarely create surprises and misunderstandings. (p8)

A understands our perspective on situations. (p9)

Factors Relationship

(interpretation & indicators) Node Contribution (interpretation & indicators)

In the normal course of business, both parties adjust to each other and to the shared situation.

A responds when needed. Agile

Neither party neglects or avoids tasks that are important to the shared effort. (j7)

Both parties resolve disagreements and misunderstandings before they become chronic or repetitive. (j8)

Individuals form the two organizations know each other and have developed trust. (j9)

A values our opinions about their performance. (p10)

A takes initiative when needed; we don't have to push them. (p11)

When A makes a mistake, I am confident in their ability to fix it. (p12)

A is able to make ad hoc adjustments when needed or requested. (p13)

Successful change and innovation occurs within shared areas of responsibility.

A changes as needed. Adaptive

The relationship between the two organizations changes over time and is not stuck in ways that no longer make sense. (j10)

Both parties learn and create new opportunities by participating in this relationship. (j11)

A has adapted over time in ways the benefit us and keep pace with our own changes. (p14)

When A initiates changes that affect us, they keep us informed and work with us to adjust. (p15)

Web survey

Likert Scale Questions

Free text responses

Interview strategiesSTART WITH PERSONAL EXPERIENCES OF SUCCESS Often, nobody has ever asked. Establishes an open, creative, participative posture. Examples:- When have you felt most energized in your role, here or elsewhere? - What is the most significant change, innovation, or transition you were a part of.- What relationships or project teams have worked especially well together, in terms of serving,

adapting well, leading others in needed change.

WHAT’S WORKING TODAY Ask about strengths; they will supply the constraintsConsider what somebody else said that you are genuinely uncertain aboutAsk about what they know, and you can often connect it back to broader alignment issuesFocus on cycles, evolutions, innovations they can discuss in the form of a storyOld timers have useful perspectives on larger external factors

POSITIVE POSSIBILITIES Examples:- What are the major opportunities.- Assume you have transformed in a way that makes sense, and tell the story- If you could change your network in any way three ways, what do you do, what’s the impact.

Shore's View Ship's View Ship contribution Relationship Relationship Shore contribution Agree? Indicator Factor Indicator Factor Factor Indicator Factor Indicator Agree?

Directed x 4.0 3.60 3.7 3.67 3.43 3.1 managed 3.33 3.7 quality

3.5 3.7 3.9 people to govern 3.5 no neglect

3.4 3.6 3.3 poaching 3.1 no disruption

3.5 3.0 no bureaucracy

Alert 3.6 3.43 3.7 3.70 3.07 2.8 common picture 3.13 3.2 obligations

↓ 3.5 3.6 2.9 agree on facts 2.9 encouraged

3.2 3.8 3.5 expertise 3.4 keeps us informed

3.4 3.0 understands us

Agile 3.6 3.65 3.6 3.63 3.40 3.5 no neglect 3.10 2.9 value feeback

3.4 3.7 3.4 resolve disputes 2.9 has initiative

3.8 3.6 3.3 trusted persons 3.3 fixes mistakes

3.8 3.3 ↓ adjusts

Adaptive 3.6 3.60 3.6 3.65 3.20 3.3 not stuck 3.30 3.3 paces with us

3.6 3.7 3.1 learn 3.3 helps us change

Relation-to-the-whole indexes

DRAFT

Leading

Disengaged

Leading

( Enterprise Position Index)

( Change Index)

Lagging Lagging

DisengagedEngaged Engaged

Shore Ship

Directed

Delivery works

Alert Unrewarded network contribution

Uncertain awareness of intent

Poor situational awareness

Agile

Lack of initiative

Fix after the fact

Adaptive

Complacency about options

7 conclusions located in ‘alignment space’Network Relationship Nodeas a whole pairs alone

Conclusion #4: Good network behavior is unrewarded

Data

Implications

Factor: Alert Extent: CommunityFactor: Alert Extent: Community

• The network needs to change the way its participants are evaluated and rewarded. Shift from inward emphasis to an emphasis on balance with outward Enterprise interests.

• No-cost incentives are an under-utilized lever for implementing any change

• All of Shore’s partners scored the Encouragement/Reward item lower, some their lowest item (2.9). Shore’s self-assessment is consistent, though not strongly so.

• A telling story: “Nobody asked me to it or gives me any credit for it, but I guess that I am spending time to educate people in other organizations on how the system works.”

• Shore may be complacent in advancing its Enterprise relationships:– Fewer Shore respondents are interested in improving their

relationships, compared to the other partners (50% compared with 70%– Only 50% (including Shore) would reconstitute Shore as is if it were

eliminated

#1: Help staff learn how manning roles and processes interact and where there is tension

- Establish a working group under training leadership - Name processes associated with nodes; specify intersections

only- Overlay basic four budgetary processes and schedules- Develop role profiles, external distractors, remaining game

elements- Identify instances of misunderstanding, disagreement, surprise,

and ignorance that are often experienced by newcomers- Devise scenarios for use in tabletop simulation- Pilot tabletop simulation with 1-year staff and revise scenarios- Rerun for newcomers- Revise as single-user interactive simulation, also text version with

some reference materials (suitable for inclusion in start-up pack)

- Invite comments concerning improvements and updates

Resources: Part time work group, expert assistance for simulation training

Timing: 4 mo initial development, use as module in new course, create single user version after revision

• A memorable, compact experience of network interaction that accelerates job learning• Understand sources of conflict, including different motivations, roles, criteria,

schedules• Greater readiness to cooperate with other nodes and to change together

Action s Resources, Timing

Outcomes / Benefits

Some personal findings

• The network perspective is a distinctively different -- and increasingly important -- way to look at organizations

• Organizational potential is crucial, yet it is rarely isolated from performance or managed comprehensively

• Government and military organizations may have thought about it early this time, but commercial organizations are on the move.

back up

Labovitz Model

PROCESSES

PEOPLE

CUSTOMERS

STRATEGY

Culture?

Leadership?

“Main Thing”?

External Environment?

Tushman & O’Reilly Model

PEOPLE

FORMAL ORGANIZATION

CULTURE

CRITICAL TASKS

Environment

Strategy

Enterprise Position IndexRecognition as a player within the enterprise community.

Component Factor

Description

Domain Leadership

Whether considered advanced or lagging as a player in the domain community

Enterprise Leadership

Whether considered advanced or lagging as a player in the broader enterprise community

Maintenance of Relationships

Tendency to be proactive in tending to relationships

Priority of Relationships

Tendency to place relationships above requirements

Change IndexCapability and readiness for change in network relationships.

Component Factor

Description

Accommodation Mutual adjustment

Learning Mutual innovation and updating

Responsiveness Individual attentiveness and adjustment

Evolution Individual updating and leadership

Redesign Orientation

Willingness and interest in modifying relationships, to be either more or less complex

Node IndexExtent to which the node tends to be a successful player within its primary network.

Component Index Description

Self assessment of relationships

Our expectation of success with ongoing transactions under changing conditions

Partners’ assessment of relationships

Partner’s expectation of success with ongoing transactions under changing conditions

Self assessment of our contributions

In our judgment, the extent to which our organization increases the likelihood of successful ongoing transactions

Partner’s assessment of our contributions

In the judgment of our partners, the extent to which our organization increases the likelihood of successful ongoing transactions

Enterprise Standing Recognition as an important player within the enterprise community

Network Index

Network has well aligned partners, relative to other networks.

Component Factor Description

Average Node Index for Facilitators

Highly connected

Average Node Index for Regulators

Highly influential

Average Node Index for End Nodes

Less connected