a holistic network view of knowledge workers · diff building = 1 diff city = 0 diff country = 0...

© Copyright IBM Corporation 2003

Business Consulting Services

A Holistic Network View of Knowledge Workers

Rob Cross, University of Virginia Andrew Parker, KOPF KOPF Member Forum – Atlanta, June 2003

2

IBM Institute for Business Value

© Copyright IBM Corporation 2003Knowledge and Organizational Performance Forum

Agenda

Framing the issues

Measuring network change over time

Understanding individual effectiveness

Summary

3



What exactly are social networks and why should we focus our attention on them?

Where People Engage

• Join and commit to people

• Trust accrues in networks of relations

Where Work Happens• Lack of boundaries• Informal networks

increasingly important

BUT…• Invisible• At odds with formal structure

Where Knowledge Lives• Rely on people for

information• People can provide more

than databases

Key Reasons Why Social Networks Are Important

4



Lack of integration in a global research function makes it difficult to execute strategy

5



There are a number of high leverage network analysis applications

Supporting strategic partnerships (e.g., joint venture, alliances, consortia, etc.).

Assessing strategy execution (e.g., core competencies or market strategies).

Improving information and decision-making in top leadership networks (e.g., top team and next layer).

Integrating networks across core processes (e.g., commercial lending or software development).

Improving innovation (e.g., new product development, research and development).

Finding and supporting communities of practice (e.g., promoting connectivity or finding opinion leaders).

Ensuring integration post-merger or large scale change (e.g., targeting collaboration and correcting over time).

6



Social networks can be improved by focusing efforts on three levels; the organizational, group, and personal levels

Organizational context and leadership– Planning, operations, HR, technology,

culture, leader behaviors, etc.– Sixty point diagnostic

Relational development– Latent networks– Stages of development

Individuals & network planning– Intervening based on position– Assessing/planning individual connections

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The organizational context diagnostic indicates effective practices and where they can potentially be improved

5 - strongly agree

4 - agree

3 - neutral

2 - disagree

1 - strongly disagree

Potential to improvecollaboration

5 - very effective

4 - effective

3 - neutral

2 - ineffective

1 - very ineffective

Effectiveness of practice

Organizational Context

Formal Structure

Work Mgmt PracticesHR Practices

Leadership & Culture

0

1

2

3

4

5Decision rights

Planning processes

Integrate expertise

Budget allocation

Relevant expertise

Integrated handoffs

Physical space

Synchronous TechnologyRecruiting

Orientation

Performance Evaluation

Training

Encourage collaboration

Face-face forums

Trust building

Safe environment

5 - strongly agree

4 - agree

3 - neutral

2 - disagree

1 - strongly disagree

Potential to improvecollaboration

5 - very effective

4 - effective

3 - neutral

2 - ineffective

1 - very ineffective

Effectiveness of practice

Organizational Context

Formal Structure

Work Mgmt PracticesHR Practices

Leadership & Culture

0

1

2

3

4

5Decision rights

Planning processes

Integrate expertise

Budget allocation

Relevant expertise

Integrated handoffs

Physical space

Synchronous TechnologyRecruiting

Orientation

Performance Evaluation

Training

Encourage collaboration

Face-face forums

Trust building

Safe environment

This organization has the potential to improve collaboration by reallocating decision makingrights, changing its recruiting practices and ensuring that projects are staffed with therelevant expertise.

8



Agenda

Framing the issues



Summary

9



Computer software allows us to visualize changes in networks over time

10



Many of the benefits of SNA become apparent when comparing before and after diagrams of relationships within an organization

After completing the SNA Conducted a lengthy, facilitated session with managers and executives

– Showed SNA diagrams with names, which sparked a frank discussion on whose expertise was not being tapped and who was a bottleneck.

– From this emerged greater self-understanding, the will to change, and set of interventions.

Implemented changes that led to improved integration of social networks

– Staffed internal projects with members of each group.

– Introduced mixed revenue sales goals with managers accountable for selling projects with both kinds of expertise.

– Made personnel changes to remove a bottleneck; transferred this person to another group.

Highlights results of post-SNA changes

(9 months later)

AFTER SNA

BEFORE SNA

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In this pharmaceutical company a major organizational initiative and a change in the way people worked resulted in greater interaction between functions

First network analysis In the first network analysis there was afunctional split between the groups, andCP was acting as a bottleneck.– The focus had been on integrating across

locations rather than functions.The second analysis indicated that targeted organizational changes hadbrought about greater interaction between the functions.– Two of the functional groups were

merged together.– A refocusing of the group towards more of

a consultative approach increased interaction between the functions.

– The removal of the person acting as the bottleneck and promotion of a more collaborative individual increased cross-functional interaction.

Follow-up analysis

12



A closer look at the network indicates that there are four people who have become more important sources of information

Information sources in first analysis compared to second analysis

Information sources in first network analysis

Info

rmat

ion

sour

ces

in s

econ

d an

alys

is

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00

Amy

Brian

Clare

David

Ed

Fiona

George

Helen

Ian

Jane Karl

Mike Norma

Paul

Ryan

Sara

Tina

Val

Wendy

Alan

Beth

Colin

Debbie

Beth and Amy both took on management roles, David had a change of position in the group.Paul moved from being a team lead to playing a more independent role.Clare, who was the leader of the group, delegated work to her team leads and took on amore strategic role.

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When we look at the people who are in both networks, 79% of “awareness”ties have remained the same and the overall number of ties has increased

Follow-up network analysisFirst network analysis

The more static nature of latent networks, such as being aware of others knowledge andskills, has important implications for interventions.

– Brokers and boundary spanners should be identified based on their latent relationshipsrather than on who they go to for information at any point in time.

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There are different ways people can become more integrated into a network

Information network six months laterFirst information network

The first network is focused around Jones and King with Brown and James being somewhat peripheral.In the second analysis Brown and James have become much more integrated into the network.

– Interviews revealed that James was a classic entrepreneur who actively sought people out.– In contrast Brown was a highly reliable and trustworthy person who people were drawn to.

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The information networks we have looked at are much more dynamic than the awareness networks

People maintain and often increase their awareness relationships over time.

People’s information network changes substantially over time. – This is often due to a change in roles.

– It can also occur as a result of proactive networking.

Some people become more central in the information network while others move out to the periphery.

– Promotion often results in a move toward the center of the information network.

– People who change roles often continue to be the point person from their previous role as well as their new one.

– A move away from the center of the information network can be a good thing for a person who is overburdened or has become a bottleneck.

– Projects that require dedicated time with only a small number of people often result in people moving out to the periphery of the information network.

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Benefits and limitations of looking at networks over time

Looking at networks over time can help you better understand the following:

– Are interventions increasing effective collaboration.

– Are new people are being integrated into the network in a timely manner.

– What is the effect of major reorganization initiatives on strategically important networks.

– Are post-merger integration initiatives being successful.

– Is collaboration occurring between newly formed alliances.

Limitations of looking at networks over time:

– Networks do not stay constant, people join and people leave.

– The group may be reorganized or disbanded.

– The group may undergo a strategic change that affects the way people do their work.

– It’s difficult to repeat the analysis more frequently than once a year.

– If you do several analyses people’s responses may be tailored to fit your expectations.

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Agenda

Framing the issues



Summary

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The distribution of an individual’s advice network has an important effect on what they learn

In this commercial bank the CEO has advice relationships with six people in his top executive team and ten individuals from the various functional departments.

His advice relationships indicate a considerable bias towards commercial lending to the detriment of the other functional departments.

C o m m e r c i a l L e n d i n g

R e a l E s t a t e

C r e d i t

O p e r a t i o n s

7 R e l a t i o n s h i p s

C E O

1 R e l a t i o n s h i p 2

R e l a t i o n s h i p s

1 R e l a t i o n s h i p

C o m m e r c i a l L e n d i n g

R e a l E s t a t e

C r e d i t

O p e r a t i o n s

7 R e l a t i o n s h i p s

C E O

1 R e l a t i o n s h i p 2

R e l a t i o n s h i p s

1 R e l a t i o n s h i p

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Proximity:Same Floor = 13Diff Floor = 1Diff Building = 1Diff City = 0Diff Country = 0

One executive was concerned with an excessively inward focus in hisnetwork and the concurrent effect on learning, politics and getting resources

StructuredInteractions:

Never = 7Sometimes = 5Often = 1Frequently = 2 V Frequently = 0

Time Known:Less than 1 year = 01-3 years = 14 3-5 years = 15-10 years = 010+ years = 0

MaintenanceEffort:

1 hour/month = 42-3 hour/month = 41 hour/week = 42-3 hour/week = 21 hour/day = 1

Network Size: 15Boundaries:

In Group = 13Outside Group = 2Outside Organization = 0

Hierarchy:Higher = 1Same = 6Lower = 8N/A = 0

This executives network is biased towards people in the same group and on the same floor.This person only reaches up to one person above them in the hierarchy.

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Sixty interviews suggest knowledge workers rely heavily on relationships for more than just information

Key relationships we have with others:Task accomplishment: People provide us with a variety of things to help us do our work.

– Information, resources, decisions/direction, actual help.Career development: People help us learn in ways that advance our careers.Career/political support: Influential people look out for us.Sensemaking: People can help us make sense of events, rumors or trends.Personal support: People sometimes provide support on a personal level.

Purpose: For some of us, people provide a sense of purpose in our work.

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A short exercise to determine a holistic view of your network

Step 1: List up to eight people you go to for each of the following types of help.

A. Task Accomplishment B. Career Development C. Career/Political Support1) 1) 1)2) 2) 2)3) 3) 3)4) 4) 4)5) 5) 5)6) 6) 6)7) 7) 7)8) 8) 8)

D. Sensemaking E. Personal Support F. Purpose1) 1) 1)2) 2) 2)3) 3) 3)4) 4) 4)5) 5) 5)6) 6) 6)7) 7) 7)8) 8) 8)

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A summary of your holistic networkStep 2: List out each of the people you named above and indicate the type of help you go to them for.

Names:Type of Help (Use TA, CD, CS, etc.) Names:

Type of Help (Use TA, CD, CS, etc.)

1) 13)

2) 14)

3) 15)

4) 16)

5) 17)

6) 18)

7) 19)

8) 20)

9) 21)

10) 22)

11) 23)

12) 24)

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Step 3: Indicate the people you are over and under invested in. What are the implications?

People you are over/under invested in: Implications:

1)

2)

3)

4)

5)

6)

Are you over or under invested in some people. What are the implications?

24



Knowledge workers manage unique constellations

25



Comparing different relationships within networks reveals the extent to which knowledge workers are supportedTask accomplishment network Personal support network

In this consulting practice there is a relatively dense task accomplishment network but when we looked at the personal support network there were much fewer relationships. This was particular the case for the two smaller offices.

– This gives us a good sense of the culture within the different offices. There were also much fewer personal support relationships between people from different offices.

– This highlights the difficulty virtual workers have getting personal support.

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Taking a holistic view helps us define how best to support knowledge workers

Outcomes

Performance

Job satisfactionand commitment

Retention

Well being

Contingencies

Personality

Career stage

Job characteristics

Demographics

Actions

Leadership

Practices

Design

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Agenda

Framing the issues



Summary

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Summary: A holistic network view of knowledge workers

The importance of a network perspective:In boundaryless organizations personal networks are becoming increasingly important.

Network change over time:The information networks we have looked at are much more dynamic thanthe awareness networks. This has important implications for how weintervene in networks.

Understanding and supporting individual effectiveness:Taking a holistic view of people’s networks help us to define how best tosupport knowledge workers.

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Appendix

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Selected publications on social networksBooks:

– Cross, R., Parker, A. & Sasson, L. Networks in a Knowledge Economy. New York, NY: Oxford University Press, 2003.

– Cross, R. & Parker, A. The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations. Boston, MA: Harvard Business School Press, forthcoming.

Articles:– Cross, R., Baker, W. & Parker, A. “What Creates Energy in Organizations?” Sloan Management Review, in press.– Cross, R. & Prusak, L. “The People That Make Organizations Stop --- Or Go.” Harvard Business Review 80 (6),

2002: pp. 104-112.– Cross, R., Nohria, N. & Parker, A. “Six Myths About Informal Networks --- And How To Overcome Them.” Sloan

Management Review 43 (3), 2002: pp. 67-76. – Cross, R., Borgatti, S. & Parker, A. “Making Invisible Work Visible: Using Social Network Analysis to Support

Networks.” California Management Review 44 (2), 2002: pp. 25-46. – Cross, R., Parker, A., Prusak, L & Borgatti, S. “Knowing What We Know: Supporting Knowledge Creation in Social

Networks.” Organizational Dynamics 30 (2), 2001: pp. 100-120. – Abrams, L., Cross, R., Lesser, E. & Levin, D. “Nurturing Trust in Knowledge Intensive Work.” Under second review at

The Academy of Management Executive.

White Papers:– Cross, R. “More than an Answer: How Seeking Information from People Facilitates Knowledge Creation and Use.”

IKM White Paper, September 2000.– Cross, R. and S. Borgatti. “A Social Network View of Organizational Learning.” IKM White Paper, August 2001.– Cross, R., & Parker, A. “Collaboration in Knowledge-Intensive Work: Aligning Social Networks with Strategic

Objectives.” IKM White Paper, October 2001.

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