Social Networks and KM

Transcript Social Networks and KM

Networks and KM: Evolving Networking Practices

Relationships are the main activity of business and work. – Theodore Zeldin, Work futurist

Patti Anklam Mapping Social Networks in Organisations November 29, 2004 London

Premises of SNA and KM

      Networks matter Networks are everywhere Network analysis focuses “net work” Networks can be managed Leadership is about leveraging networks KM becomes “knowledge networking” ©2004 Patti Anklam 2

Networks Matter

  The complexity of work in today’s world is such that no one can understand – let alone complete – a task alone    Individual-individual Team-team Company-company Strong networks are correlated with health:   People with stronger personal networks are healthier, happier, and better performers Companies who know how to manage alliances are more flexible, adaptive and resilient ©2004 Patti Anklam 3

Networks are Everywhere

Formal

Individuals

Visible Invisible Organization Hierarchy Team Processes Informal COPs Professional associations Personal, “social” Visible

Companies

Invisible Alliances Partnerships Supply chain Consultants Consortia Executives’ “social” networks Boards

Network Analysis Focuses Net Work

          Team building Assessing communications and connectivity across groups Connecting overlooked knowledge assets Finding key connectors in organizations Generating leadership networks Performance benchmarking Facilitating mergers and acquisitions Diagnosing patterns in communities of practice Competency assessment Addressing the “lost knowledge problem” ©2004 Patti Anklam 5

Networks Can be Managed

    What’s the question?

What’s the context?

What is the desired result?

What’s the intervention?

Scattered Clusters

Design Matters

Hub and Spoke Multi-hub Small World

Core/Periphery Source: Valdis Krebs

Interventions

Leadership is about Network Leverage

 Work is conversation. The leader’s work is to create an environment where conversations happen       Possibility : Innovation Opportunity : Finding and Mobilizing Resources Action : Ensuring connectivity and clarity of roles Breakdown : Managing the network of support Acknowledgment : Building and Maintaining Trust Closure : Shifting the level of connectivity ©2004 Patti Anklam 9

Patterns Evoke Responses

Knowledge Networking Practices from the KM Repertoire

Ways to change patterns in networks

Create more connections Increase the flow of knowledge Discover connections Decentralize Fill in structural holes

Practices from the KM Repertoire

Make introductions through meetings and webinars, face-to-face events (like knowledge fairs); implement social software or social network referral software; social network stimulation Establish collaborative workspaces, install instant messaging systems, make existing knowledge bases more accessible and usable Implement expertise location and/or; discovery systems; social software; social networking applications Social software; blogs, wikis; shift knowledge to the edge Establish knowledge brokering roles; expand communication channels Strengthen weak ties Judiciously balance the use of direct and indirect ties Alter the behavior of individual nodes Assign people to work on projects together Network goal setting; network analysis Establish roles and responsibilities Create awareness of the impact of an individual’s place in a network; educate employees on personal knowledge networking Increase diversity Add nodes; connect and create networks; encourage people to bring knowledge in from their networks in the world ©2004 Patti Anklam 11

KM Generations

Generation of KM

1 st Generation 2 3 nd rd Generation Generation

Where Knowledge “Lives”

Artifacts

Type of Knowle dge

Explicit Individuals The network Tacit Emergent

Implications

Create the infrastructure for capturing, collecting, refining, reusing artifacts Focus on collaborative behaviors and person-to-person knowledge exchange Provide the conditions for enabling knowledge and action to emerge ©2004 Patti Anklam 12

Conditions

     Businesses cannot survive without networks Individuals learn how to build, use and sustain personal networks Work practices bring the network to bear Technologies come of age Networked forms of organization take their place along formal structures ©2004 Patti Anklam 13

Personal Networks and PKM

  PKM (Personal Knowledge Management)   Productivity through faster access to one’s own “captured” environment Includes contact management Fundamental to personal professional development  Mentoring programs  Teaching new hires to build networks ©2004 Patti Anklam 14

Work Practices

Technology Conditions

 Powerful Internet, intranet, and personal search connect people with people through content  Collaboration products are mature  Social software is leap-frogging the technology hype cycle  Internet social networking software is the venture capitalist’s new dream machine ©2004 Patti Anklam 16

Organizational Forms

Dimension Structure/Control Relationships Roles Decision-making Management is Top Management “Old” Model Hierarchical, designed, command & control Competitive Formal, fixed Rational Done TO People Sets Direction, manages implementation “New” Network, emergent, self managing Cooperative Informal, organic Intuitive, synthesizing Done WITH People Creates enabling environment Source: Steven P. Borgatti

Examples:

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Communities of practice

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The “Hollywood” model of project staffing

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Outsourcing

Knowledge Management Becomes Knowledge Networking  Summary:  Networks matter      Networks are everywhere Network analysis focuses “net work” Networks can be managed Leadership is about leveraging networks KM practitioners have the right repertoire ©2004 Patti Anklam 18

What is the Work You Need to Do?

Thank You!

 Additional Resources  http://www.byeday.net/  http://www.byeday.net/weblog/networkblog.html

 Contact:  Patti Anklam, [email protected]