tla the leadership alliance inc. university of westminster the small world of hubs, spanners &...

TLATLAThe Leadership Alliance The Leadership Alliance IncInc..

UNIVERSITY OF WESTMINSTER

The Small World of Hubs,The Small World of Hubs,Spanners & BrokersSpanners & Brokers

Presented By:

Peter A.C. Smith, President TLA Inc.

<konvergeandknow> Alliance Partner

November 10, 2004


Knowledge exchange

Learning

Knowledge access

Communities of Trust

Knowledge Repository

contribute new knowledgecontribute new knowledge

place information in contextplace information in context

… we function in dynamic learning/knowledge environments


Success isn’t so much a function of what we know, or even who we know, but rather who we know well enough to trust for advice, and to get things done

… significant implications for organisational initiatives


ORDER OF ADOPTION

10

20

30

0

25

15

5

35

% ADOPTERS

INNOVATORS

OPINION

LEADERS

EARLY

MAJORITY

PRAGMATISTS

LATE

MAJORITY

STATUS QUO

FOLLOWERS

TRADITIONALS

Adoption of Change

… organisational research studies bear this out

Source: Rogers, E..M. (1995), “Diffusion of Innovations”, 4th Edition, Free Press, New York


… this is the field of Social Capital and Social Liability

“The set of resources, tangible or virtual, that accrue to a corporate player through the player’s social relationships, facilitating (or otherwise) the attainment of goals”

Source: Gabbay, S.M., Leenders, R.Th.A.J. (1999), “The Structure of Advantage and Disadvantage”, in Leenders, R.Th.A.J. and Gabbay, S.M. (Eds), “Corporate Social Capital and Liability”, Kluwer Academic Publishers, Boston


CONSCIOUS

SEMI-CONSCIOUS

UN-CONSCIOUS

TASK

Upfront & Accessible

FEELINGS

Private & Irrational but Observable

Hidden Anxieties, Survival Instinct, Impulses

& Power Needs

… attaining collective goals is like melding icebergs


CONSCIOUS

SEMI-CONSCIOUS

UN-CONSCIOUS

Task

Process

… attaining collective goals is like melding icebergs


… so how do we know what SC or SL we have?

Apply KnetmapTM a proven Network Visualisation & Analysis (NVA) program developed by Konverge Digital Corp.

provides a unique and realistic view of how an organisation works underneath the organisation charts

based on input from the organisation’s employees

sound foundation for effective management of social capital in pursuit of the organisation’s undertakings.


Email questions sent to all individuals in target community. For example:

“With whom do you discuss what’s going on at work?”

“With whom do you discuss or brainstorm ideas for better ways to get things done?”

“When buying products, from whom do you seek advice?”

KnetmapTM software

collects responses and maps a visualisation of the network domains under consideration

carries out statistical analysis of various kinds

Analysis interpreted and “key players” identified

Further practical KM initiatives build on the results

… assess SC or SL using KnetmapTM software


Networked individual

… how NVA identifies influential people & patterns


Central hub


ARCHETYPE NO. 1



Knowledge broker

ARCHETYPE NO. 2



Boundary spanner

ARCHETYPE NO. 3



Peripheral individual

ARCHETYPE NO. 4



Isolated cluster

ARCHETYPE NO. 5



Small World

ARCHETYPE NO. 6


KnetMap™ NETWORK

VISUALISATION & ANALYSIS

(NVA)

SUCCESION PLANNNINGLEADERSHIP

INNOVATION

RIGHTSIZING

MERGERS

COMMUNITIES OF PRACTICEKNOWLEDGE EXPERTS

REPLACEMENT PLANNING

COMMUNICATIONS CHANNELS

INFLUENTIAL PLAYERS

CHANGE MANAGEMENT

SOCIAL CAPITAL

CONTINUITY PLANNINGKNOWLEDGE MANAGEMENT

YELLOW PAGE LOCATORS

SMAL WORLDS

… KnetMap™ NVA provides key to many applications


… KnetMap™ NVA allows you to identify influential people

SUCCESION PLANNNINGLEADERSHIP

INNOVATION

RIGHTSIZING

MERGERS

COMMUNITIES OF PRACTICEKNOWLEDGE EXPERTS

REPLACEMENT PLANNINGINFLUENTIAL PLAYERS

YELLOW PAGE LOCATORS

CONTINUITY PLANNING

KnetMap™ NETWORK


(NVA)


COMMUNITIES OF PRACTICE

COMMUNICATIONS CHANNELS

SOCIAL CAPITAL

KNOWLEDGE MANAGEMENT

SMAL WORLDS

… KnetMap™ NVA allows you to identify influence patterns

CHANGE MANAGEMENT

KnetMap™ NETWORK


(NVA)


… NVA Case Study 1

1. “In your role as a leader in our company, whom do you seek out for 'brainstorming' around dealing with complex issues in business, interpersonal or cross-functional situations? Think about people in your area and other people within the business.”

2. “Imagine that you are on a project to develop an innovative approach to creating "a sensational place at Head Office". Who are the 'ideas' people you want on the project team with you, from your own or other areas?”

Finding the “top ten” leaders (1) and innovators (2):


… NVA Case Study 1: map of “top ten” leaders



1. “From whom do you seek opinions on best practices in risk analysis and conducting a risk assessment?”

Finding the “top ten” subject matter experts (1):


… NVA Case Study 2: map of “top ten” sme’s


… NVA Case Study 2: using ‘reach-in’ to identify sme’s

Need to better understand complex interdependencies shown in NVA map

Apply statistical analysis program associated with KnetmapTM to measure ‘reach-in’:

reach-in measures how influential a node is by examining both direct and indirect ties

by calculating how many unique nodes seek the advice &/or expertise/opinion of node X, the influence of node X can be determined

the influence of node X goes up if other influential nodes seek its advice/expertise/opinion

the sphere of influence for node X can be determined by viewing both direct and indirect in/out links surrounding node X -- incoming links show who seeks out node X, while outgoing links reveal who, if anyone, node X seeks for advice/expertise/opinion


Nodes are color coded by the following attributes. All names are pseudonyms.

S -- eligible to retire short-term N – not a permanent employee

L -- eligible to retire in long-term X -- all others

C -- consultant

Node Attribute

Don Topper X # of incoming links (10); # outgoing links (0)

Alan Rockford S # of incoming links (15); # outgoing links (0)

Rick Laing S # of incoming links (12); # outgoing links (0)

Cindy Chelsea X # of incoming links (11); # outgoing links (1)

Rand Mercer X # of incoming links (4); # outgoing links (0)

Glen Chester X # of incoming links (14); # outgoing links (1)

Dale Hart L # of incoming links (6); # outgoing links (0)

Sally Bingam X # of incoming links (6); # outgoing links (0)

Lewis Miller C # of incoming links (9); # outgoing links (0)

Don Belisle X # of incoming links (5); # outgoing links (0)

Node Specific Data

Don Topper: incoming link is Cindy Chelsea Cindy Chelsea: outgoing link is Don Topper

Glen Chester: outgoing link is Rand Mercer

… NVA Case Study 2: “top ten” sme’s by reach-in analysis



Assessing “knowledge sharing”:

communication “stovepipes”, collaboration and informal sharing of knowledge

access to critical technical knowledge

communications with the business

boundaries of communications

influential opinion leaders across the technical community

influential business-community contacts

effectiveness of communications networks and influence patterns within and between the various elements of the various communities



1. “In getting your regular work done effectively, with whom do you share ideas and/or ask for help?”

2. “When you need it, from whom do you obtain expert advice regarding technology relevant to your work?”

3. “With regard to applications of your area of technology to the company’s business, whom do you contact who has the expertise to identify critical business factors and/or issues?”

4. “Who do you talk with in order to better understand any aspect of the company’s business?”

Examples of potential questions:

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