"This is the ultimate resource for practitioners who want to implement insights from organizational network analysis and thinking. Dozens of concrete examples, interventions, and practical advice from network experts show you what you can do to strengthen networks and boost performance. This book is essential for anyone in business, government, or consulting who wants to get network thinking from analysis to action in organizations."—Wayne Baker, professor of management and organizations, Stephen M. Ross School of Business, University of Michigan"What a great idea this book is! The Organizational Network Fieldbook will demand to be read by anyone undertaking any social network efforts in their organization. It is not only a unique book, but it is also very well thought-out, finely written, and exceptionally pragmatic. It's a great achievement for the authors and a great boon to all practitioners."—Larry Prusak, researcher and consultant, and the founder and former director of the Institute for Knowledge ManagementIn this practical companion to the best-selling Driving Results Through Social Networks, the authors draw on their network-building activities in organizations such as ConocoPhillips, 3M, and the United States Department of Defense in order to provide a compilation of highly practical approaches to help leaders shift their focus from formal organizational structures to a better understanding of flexible networks.
Author(s): Robert L. Cross, Jean Singer, Sally Colella, Robert J. Thomas, Yaarit Silverstone
Edition: 1
Year: 2010
Language: English
Pages: 384
The Organizational Network Fieldbook: Best Practices, Techniques, and Exercises to Drive Organizational Innovation and Performance......Page 5
TABLE OF CONTENTS......Page 7
ACKNOWLEDGMENT......Page 13
THE CONTRIBUTORS......Page 15
INTRODUCTION......Page 23
PART ONE: BUILDING NETWORKS FOR COLLABORATION AND COMMUNITY......Page 27
CHAPTER 1: BUILDING A TECHNICAL COMMUNITY......Page 29
VeriSign’s Goals for a Technical Community......Page 30
Strategy and Approach......Page 31
Enhancing and Expanding the Community......Page 35
CHAPTER 2: NETWORKS OF EXCELLENCE......Page 37
Excellence Networks at ConocoPhillips......Page 38
Network Formation......Page 40
Network Roles and Responsibilities......Page 41
Knowledge-Sharing Culture......Page 43
Day-to-Day Network Operation......Page 45
An Underlying Urgency......Page 46
CHAPTER 3: DRIVING BUSINESS RESULTS THROUGH NETWORKED COMMUNITIES OF PRACTICE......Page 48
Organizational Network Analysis and CoPs at Halliburton......Page 49
Five Added-Value Propositions of Network Analysis......Page 51
Endnote......Page 69
CHAPTER 4: MAPPING AND ENGAGING INFLUENCE NETWORKS......Page 70
An Influence Network Analysis at TechFirm......Page 71
Step 1: Identify Opportunities......Page 73
Step 2: Build Partnerships......Page 75
Step 3: Facilitate Connections......Page 77
Step 4: Sustain Relationships......Page 79
PART TWO: BRIDGING ORGANIZATIONAL SILOS......Page 83
CHAPTER 5: NETWORK ANALYSIS FOR ENGINEERING SMALL PRACTICE GROUPS......Page 85
A Four-Step Process Toward Small Practice Groups......Page 86
Results at 3M’s Really Big Division......Page 96
CHAPTER 6: BUILDING TRUSTED TIES IN A NEW ORGANIZATION......Page 98
Conducting the ONA......Page 99
Reviewing the Results with the Department......Page 102
The Workshop......Page 103
The Projects......Page 104
Endnotes......Page 114
CHAPTER 7: FORGING GLOBAL CONNECTIONS......Page 115
The Challenge of IT Reorganization......Page 116
Team Building......Page 120
Virtual Leadership Training......Page 125
Cross-Functional Team Design......Page 129
Results of these Efforts......Page 130
Note......Page 132
CHAPTER 8: BUILDING HEALTHY TEAMS......Page 133
Building Teams at Knox......Page 134
The Six Exercises......Page 139
Evaluation......Page 146
Endnotes......Page 147
PART THREE: DRIVING ORGANIZATIONAL CHANGE THROUGH NETWORKS......Page 149
CHAPTER 9: CHANGING CULTURE THROUGH NETWORKS AND NARRATIVE......Page 151
Identifying Change Agents......Page 152
Driving Change with Business Narrative......Page 157
Network Analysis and Business Narrative Change Program......Page 159
Note......Page 164
CHAPTER 10: MESSAGE MONITORING TO ACCELERATE CHANGE......Page 165
Where Message Monitoring May Be Useful......Page 166
The Message Monitoring Process......Page 168
Outcomes at the Cleveland Clinic and Resurrection Health......Page 174
CHAPTER 11: A WORKSHOP FOR ALIGNING NETWORKS WITH STRATEGY......Page 175
Preparation......Page 177
Part 1: Strategy Discussion......Page 178
Part 2: Network Perspective and Action Planning......Page 179
Next Steps......Page 182
CHAPTER 12: POSITIONING A NEW LEADER FOR SUCCESS THROUGH NETWORK FINE-TUNING......Page 183
Four Challenging Objectives......Page 184
Objective 1: Improve Overall Collaboration......Page 186
Objective 2: Drive Revenue Growth Through Improved Connectivity......Page 190
Objective 3: Drive Service Innovation and Cross-Selling......Page 192
Objective 4: Improve Talent Management......Page 194
Reaping the Rewards......Page 195
CHAPTER 13: IMPROVING DECISION MAKING THROUGH NETWORK RECONSTRUCTION......Page 197
Diagnosing the Problem......Page 198
Examining Organizational Networks......Page 200
Quantifying the Costs of Inefficient Decision Making......Page 202
Designing and Executing Interventions......Page 204
Reaping Rewards......Page 207
PART FOUR: CONNECTING PEOPLE FOR INNOVATION......Page 209
CHAPTER 14: THE INNOVATION LAB: BUILDING IDEA-SHARING NETWORKS......Page 211
Innovation Lab Overview......Page 212
Workshop I: Building Blocks of Innovation......Page 213
Workshop II: External Connectivity......Page 216
Workshop III: Internal Connectivity......Page 217
Workshop V: Diffusion of the Innovation Process......Page 219
The Exercises......Page 220
References......Page 228
CHAPTER 15: BUILDING A COLLABORATIVE INNOVATION NETWORK......Page 229
The Myelin Repair Foundation......Page 230
Laying the Basis of a Collaborative Innovation Network......Page 231
Extending the Network......Page 235
How Has the MRF’s Model Performed?......Page 241
Lessons for Other Organizations......Page 242
Endnotes......Page 243
CHAPTER 16: CONNECTING THROUGH IMPROVISATION......Page 244
Getting Started......Page 245
Warming Up and Generating Group Energy......Page 247
Moving Toward and Moving Away From......Page 251
Building Synergy......Page 253
Relationships Within Hierarchy......Page 256
Endnote......Page 258
CHAPTER 17: HELPING LEADERS UNCOVER HIDDEN ASSETS......Page 259
A Hidden Assets Program......Page 260
Hidden Assets Activity......Page 262
References......Page 267
PART FIVE: DEVELOPING TALENT THROUGH NETWORKS......Page 269
Leadership Challenges and the Place of Networking......Page 271
Practice 1. Authenticity as the Leader’s Lever for Building Effective Networks......Page 274
Practice 2. Network Mapping and Stakeholder Analysis......Page 279
Practice 3. Speed Networking......Page 285
Endnotes......Page 289
A Workshop on Networks......Page 290
Session 1: Promoting Leaders’ Effectiveness Through Full Group Networks......Page 291
Session 2: Promoting Effectiveness Through Personal Networks......Page 299
Endnotes......Page 307
Devising the Workshop......Page 308
Overview of the Workshop......Page 309
Workshop Preparation......Page 310
The Session......Page 311
CHAPTER 21: THE MENTOR MARKETPLACE......Page 317
What Is a Mentor?......Page 318
How Does the Mentor Marketplace Work?......Page 319
Connections to Other Mentoring Initiatives......Page 325
Results......Page 326
Implementation Challenges......Page 328
Value for Other Organizations......Page 329
CHAPTER 22: MANAGING EXTERNAL STAKEHOLDERS AND STEMMING KNOWLEDGE LOSS......Page 330
The Challenges at a Pharmaceutical Company......Page 331
The Network Analysis Project......Page 332
Implementation......Page 335
Epilogue......Page 339
Endnote......Page 340
CHAPTER 23: SMART MENTORING TO INCREASE CONNECTIVITY......Page 341
Launching the Mentoring Program......Page 342
Results......Page 345
An Onboarding Challenge......Page 347
Developing a Boot Camp......Page 348
The Current Camp......Page 349
Results......Page 351
CHAPTER 25: A NETWORK APPROACH TO ONBOARDING......Page 352
Example 1: Onboarding a New Controller at a Biotech Company......Page 354
Example 2: Understanding Senior Executive Dynamics at an Architecture Firm......Page 361
Example 3: Rethinking Onboarding at IFC......Page 367
Example 4: Uncovering Organizational Norms......Page 370
Endnote......Page 372
INDEX......Page 373
