How to map networks
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This document discusses the fundamentals of mapping networks, emphasizing the importance of understanding social connections and building collaborative ecosystems. It outlines various types of networks, their elements, and the significance of trust in creating effective networks. Additionally, it presents strategies for enhancing teamwork and leadership in interconnected environments, utilizing exercises and prompts to engage participants in exploring their networking capabilities.
How to map networks
- 1. How to Map Networks (Understand basic elements of Networks) Agile Praxis | +52 55 299 55 256 | info@yuinikoacdemy.com | CDMX March 2019 Ulises S. Aguila
- 2. Ground Rules for this session: ● Don’t be afraid of say what you think ● Better if we can see each other our faces by zoom ● Two feet session rule ● Session built by all the participants (interchange information) ● This is a session where EGO is not allowed ALERT
- 3. Quick Intro 1-Who are you and what do you do? 2-How many people do you know in this room? 3-Something funny about yourself (Optional) 0. Let’s start with row 2, column 2, then follow your right. This is column 1, row 1
- 5. Networks Source: Orgnet What things are behind a map of relations? Close to retirement
- 6. INDEX 1. Why your interest?, Why my interest? 2. What is a Network? 3. Why Networks?, Why we need it? 4. Network elements & analysis 5. Trust & Ecosystems 6. Mapping together
- 7. Why my interest?, Why your interest? “Teaching is only demonstrating that it is possible. Learning it is making possible for yourself Paulo Coelho 1.
- 8. E = MC2 • M is the Mastery of each individual (human capital). • C are the Connections that join individuals into a com- munity (social capital). • C is the Communication that flows through those Connections. • E is the resulting Effectiveness of the team or organization. Vancho Cirovski
- 9. … the search for the ‘perfect system’ for ‘Scaling’ … only few leaders in organization … because always liked the idea of fastest initiatives … because always wanted to work in orgs only in things that really matter to me … our society is changing faster and things are becoming more and more complex … high interest in how to build ecosystems of innovation Why my interest in Networks?
- 10. Why my interest in Networks? … Strong relations with Systems
- 11. YOU NEVER CHANGE THINGS BY FIGHTING REALITY. TO CHANGE SOMETHING, BUILD A NEW MODEL THAT MAKES THE EXISTING MODEL OBSOLETE BUCKMINSTER FULLER. Why my interest in Networks?
- 12. Why your interest in Networks? We do a quick round with everybody, 2-3 minutes. We start with last row, last column, then your left.
- 13. What is a Network? Social networks have existed since the discovery of fire. Although we have always expressed ourselves through language, feelings and body language, and our relationships with others are evident in the networks we make, we are now more aware of this. It is now time to become even more aware of our collaborative power. 2.
- 14. What is a Network? A network of social connections and personal relationships between people Oxford dictionary A network of individuals (such as friends, acquaintances, and coworkers) connected by interpersonal relationships An online service or site through which people create and maintain interpersonal relationships Merriam Webster The different groups of people that you know Cambridge dictionary Is a social structure made up of a set of social actors (such as individuals or organizations), sets of ties , and other social interactions between actors Wikipedia
- 15. What is a Network? Networks may refer to different fields: Technology, Engineering, Communications, Science Mathematics & statistics, Social, A complex system (of relations)
- 16. ‘It’s not what we do but how and with whom we act and interact that brings transformation. Interaction = Connections Two participants that wears something black say what they think about this phrase.
- 17. Some effects of certain communication patterns on group performance.. SOME EFFECTS OF CERTAIN COMMUNICATION PATTERNS UPON GROUP PERFORMANCE Jack Leavitt 1951 Network configurations investigated in previous research (from Leavitt, 1951) Science What is a Network?
- 18. Technology and communications A network is a collection of computers, servers, mainframes, network devices, peripherals, or other devices connected to one another to allow the sharing of data. An excellent example of a network is the Internet What is a Network Computer Hope
- 19. Paul Baran was a Polish-born Jewish American engineer who was a pioneer in the development of computer networks. Source: Introduction to Distributed Communications Networks, Paul Baran Centralized Decentralized Distributed Technology and communications (Defense) What is a Network?
- 20. Social and behavioral sciences Social networks and the analysis of them is an inherently interdisciplinary academic field which emerged from: -Social psychology -Sociology -Statics -Graph theory What is a Network?
- 21. Social and behavioral sciences Jacob Moreno as the first examples of social network analysis and visualization. Moreno’s first sociograms visualize the relationships between pupils in a classroom: who wants to be sitting next to whom? Source: Morenos’ Sociogram What is a Network?
- 22. 1-What is your definition of a Network?, how a Network is related with control? 2-What is a centralized, decentralized and a distributed Network? 3-What type of connections can have one person with another?, What do you think can be mapped? What is a Network for you? We do a quick round with everybody, 2-3 minutes. We start with first row, first column, then your left. (6-8 min)
- 23. Why Networks? “One thing we know about transforming systems is that we need a tremendous amount of experimentation June Holley 3.
- 24. The right observer ask the right question ● Who goes to whom for advice and expertise? ● Organizational reporting (structure) ● What are the group of people close to retirement? ● How the information flows by mails? ● What is the relation between X and Y segment of clients? ● Which are the most vulnerable groups? ● Who introduced you to Pierre? Why Networks?
- 25. Valdis Krebs. IF KNOWLEDGE IS POWER,WHAT IS CONNECTED KNOWLEDGE?
- 26. Carl Shapiro & Hal R. Varian. Information rules ‘A Strategic guide to Network Economy’ The old industrial economy was driven by economies of scale; the new information economy is driven by the economics of networks...” A voluntary what would like to say what they think about this phrase?. (or the following phrase)
- 27. ‘All the systems are open. All the system are self organizing. If true - control as we sought it is impossible. Management as we have practiced it is questionable' HARRISON OWEN. A voluntary what would like to say what they think about this phrase?.
- 28. ‘All the systems are open. All the system are self organizing. If true - control as we sought it is impossible. Management as we have practiced it is questionable' HARRISON OWEN. A voluntary what would like to say what they think about this phrase?. Open Space Leadership Network Network
- 29. Steve Denning. Law of small Teams Law of Networks Law of Client
- 30. The 3 laws of Steve Denning ‘’The Age of Agile’’ The Law of small Team The Law of client The Law of Networks ¿How can improve the teams? ¿How can we understand the client? ¿How can we build an ecosystem? Team Coaching, Scrum, Team building, etc. Design Thinking, Service Design, Blue Print, MVPs, trends, Client’s Network analysis. Systemic - Thinking Networks (BMC,,))
- 31. Law of small Teams Law of Networks Law of Client “ + 1 Law missing
- 32. 3 Laws + 1 Law ● The Law of small teams ● The Law of Leadership ● The Law of Networks ● The Law of the Client
- 33. Why Networks? 20th Century Leadership 21 Century Leadership Few leaders (authority by power) Everyone can be a leader without an official role, all of us have infinite possibilities Paid, to tell you what to do, not to think Do things that really matter or have a meaning or purpose to create engagement, collaborative initiatives Assembly line & control of positions Experimentation, empiric management Cause and effect, everything can be predictable Complex causes, Unexpected One right way & recipes Many perspectives, many solutions, contexts are infinite Control Support & Coaching Individualism as a way to manage or attack predictability Collaboration to manage complexity and uncertainty (sensemaking, trust, etc)
- 34. Network Roles (Leadership) ● Connector Catalyst Connects people or close triangles (common interest) ● Self-Organized Project Coordinator Helps with self-organized projects ● Network Guardian Communication, support, training, helping with resources ● Network Facilitator Help convene people to set up a focused network Source:Network Weaving Needs to be persuasive and be comfortable as a peer rather than as a Manager
- 35. Why Networks? Collaboration mindset = Network mindset = New leadership style (Shared consciousness)
- 36. Why Networks? Level of prescription Complexityand Uncertainty HighLow LowHigh High possibilities of failing We don’t understand the patterns of prescriptions. We think in prescriptions as the ultimate level of things (safe, less, etc)
- 37. Donella Meadows called change in deep structures (Thinking in Systems): A shift in how we relate to each other from hierarchy to peers working A shift from control mentality to creation of a web of support that enable us to find others, communicate easily, access resources and reflect on our work A shift to a deep appreciation of our differences and use those differences to make breakthroughs in our co-creative process Why Networks?
- 38. 1-Do you see a necessity of understanding Networks better? 2-What paradigms we should work to start a Network mindset? 3-What do you think about leadership in Networks and 21st Century? Why Networks? One voluntary can explain us their WHY?. Someone with blue T-Shirt
- 39. Networks elements & Analysis “Sometime I feel I am an outsider in a massive sociology experiment with no hypothesis Anonym 4.
- 40. Network Elements & Analysis An Open Triangle: Occurs when one person has relationships with two others who do not know each other. One of the most powerful Network Weaving acts is to Close Triangles by introducing two individuals to each other, especially if they have some common interest
- 41. Network Elements & Analysis Nodes: Are squares on a network map that represent individuals (or some cases organizations) Links: are the lines connecting nodes and represent a relationship. (Level of) Relationship: General relationship or specific relationship (EG Someone may have working relationship but not a social relationship) Directional link: Shown by arrows on a map, when the arrows go both ways
- 42. Network Elements & Analysis People in this Network interact with people like themselves Close and homogenous What are the positive qualities? What are the limitations? Source: Network Weaving
- 43. Network Elements & Analysis People in this Network interact with people like themselves Old boy’s Networks: Close and homogenous -This type of network has a high level of trust -People in this network know what is going on throughout it -People in this network don’t have access to different ideas, perspective, resources. What are the positive qualities? What are the limitations? Source: Network Weaving
- 44. Network Elements & Analysis People in this Network are only connected to 2 others. Elephant Network: Long strands of connections What are the positive qualities? What are the limitations? Source: Network Weaving
- 45. Network Elements & Analysis People in this Network are only connected to 2 others. Elephant Network: Long strands of connections -People have the potential to know their friends’ friends how have different perspectives -People in this network are less likely to know what is going on other part of the network What are the positive qualities? What are the limitations? Source: Network Weaving
- 46. Network Elements & Analysis One person controls this network and information flow in the network Network: Hub & Spoke What are the positive qualities? What are the limitations? Source: Network Weaving
- 47. Network Elements & Analysis One person controls this network and information flow in the network Network: Hub & Spoke The hub can be a very efficient at spreading information -People are less likely to know what is happening with the rest -If one key people left, it would be easily to fall apart What are the positive qualities? What are the limitations? Source: Network Weaving
- 48. Network Elements & Analysis Groups of people with similar affiliations, geography, race, interest are barely connected to each other Network: Isolated clusters What are the positive qualities? What are the limitations? Source: Network Weaving
- 49. Network Elements & Analysis Groups of people with similar affiliations, geography, race, interest are barely connected to each other Network: Isolated clusters -Solidarity and comfort of similarity -People only tend to hear one perspective -Can lead to discrimination -People are unlikely to know what is happening in other clusters What are the positive qualities? What are the limitations? Source: Network Weaving
- 50. Network Elements & Analysis Innovator, Hubs & Connectors
- 51. Network Elements & Analysis Network: Isolated clusters
- 52. Source: Network Weaving Network Elements & Analysis Type of Networks and their structure
- 53. Source: Network Weaving Network Elements & Analysis Type of Networks and their structure Relationship Network Connecting people Building trust Bringing new people to the Network Intentional Network Focus on an opportunity Engaging people to develop strategies Action Network Encourage people to take initiatives Clustering people Fostering collaboration Support Network Setting up communications and platform Restructure resources Evaluation & reflexion Support Network weavers
- 54. Network Elements & Analysis Groups Exercice What are the 3 things you notice about this network? The innovation Learning Network is a Network of 17 Hospitals. Each organization is a different color of grey
- 55. Network Elements & Analysis Groups Exercice What are the 3 things you notice about this network? Some isolated groups One group dominates the core Most groups not connected with other groups The innovation Learning Network is a Network of 17 Hospitals. Each organization is a different color of grey
- 56. Trust and ecosystems in Networks “Teaching is only demonstrating that it is possible. Learning it is making possible for yourself Paulo Coelho 5.
- 57. Trust & ecosystems in Networks What is trust?, How trust is related with building relations and a healthy Network? Member of a Network Arrows shows who trust who
- 58. Did I say Ecosystems? "We need to learn from Nature. X.
- 59. Networks function not just because everyone involved does their piece, but because the flow of resources within the network create a whole greater than the sum of parts, generated by and increasing a practice of abundance Success looks like: vitality, a feeling of fullness rather than burnout Source: Network Ecology PARADIGM SHIFT: REMEMBER ABUNDANCE Nurse logs are dead trees that provide water and nutrients to grow new trees and other species. Trust & ecosystems in Networks
- 60. Every participant in a network brings specific skill, resources or perspectives AND has different capacity, work/leadership style, and language. Networks are strengthened by understanding and leveraging this diversity. Success looks like: This manifests as individuals and their specific talents feeling seen as contributions to the network Source: Network Ecology PARADIGM SHIFT: HONOR DIFFERENCE Ravens are often found near hunting wolves and help them find prey - it is because of their difference that they both can eat Trust & ecosystems in Networks
- 61. Network practitioners are adept at connecting people, institutions, ideas and resources for mutual benefit and create, grow, and sustain common purpose. Success looks like: Long-term relationships develop that may result in collaborations Source: Network Ecology PARADIGM SHIFT: FOSTER CONNECTIONS Mason bees are efficient pollinators creating connections across various species. Trust & ecosystems in Networks
- 62. Networks require effective working relationships and information sharing between many individuals and groups -- supporting exchange of resourves, sharing tasks, and collective ownership of outcomes is essential. Success looks like: Develop a collaborartive effort, Shared work and partnership Source: Network Ecology PARADIGM SHIFT: CULTIVATE COLLABORATIONS Mycorrhizal networks help trees move resources among themselves and protect them from treats. Trust & ecosystems in Networks
- 63. Network Analysis The innovation Learning Network is a Network of 17 Hospitals. Each organization is a different color of grey Are the right connections in place? Are any key connections missing? Who are playing leadership roles in the community? Who is not, but should be? Who are the experts in the area? Who are the mentors that others seek out for advice? Who are the innovators? Are ideas shared and acted upon? Are collaborative alliances forming between local businesses? Which businesses will provide a better return on investment – both for themselves and the community they are embedded in?
- 64. Mapping together “Nothing Increase awareness of networks and gives people concrete ideas of what they can do to improve their network than developing a network map. June Holley 6.
- 65. ● Hand drawing a network Map in a big piece of paper or using post it notes ● Generating maps with software For this specific time we will use Kumu and an online excel sheet Options for mapping.
- 66. Let’s map this session using google docs: https://docs.google.com/spreadsheets/d/15Bpi1Kis- ciRhYdpfC9QYv3WxVafMvBZ-OA2fgQXb_A/edit#gid=1620801565 For imaging your pic: https://imggmi.com/
- 67. Network Assessment Intentional Network https://docs.google.com/forms/d/e/1FAIpQLSf6QsuuAGQpQEMpTMGoTU 0K1i1eNxi9ikkljMtFPre2SQ7piQ/viewform?vc=0&c=0&w=1 Supportive Network https://docs.google.com/forms/d/e/1FAIpQLSf2nmL- kaK7I0jHKGqZ7Gt8ME68qEtYtFSbwIzV_de88- iqOQ/viewform?vc=0&c=0&w=1 Action Network https://docs.google.com/forms/d/e/1FAIpQLSdVvZyJ- 04SNBFDD6DE0ygvGy39on- NHp_SuzjZkym6HzQWeg/viewform?vc=0&c=0&w=1 Relationship Network https://docs.google.com/forms/d/e/1FAIpQLSfAjEAFDZZebc1- zNcqhxQJRQnTtgwhiqhWUISFW9MyJAFjjA/viewform?vc=0&c=0&w=1
- 69. MUCHAS GRACIAS Hasta pronto. March 2019
Editor's Notes
- #3: Ground Rules for this session: Don’t be afraid of say what you think even if you are not sure, this is a safe container session Better if we can see each other our faces by zoom, we are trying to simulate a face to face conversation and trying to stimulate a more engaging session Two feet session rule, feel free to abandon if you have something else to do This session will be built by all the participants, knowledge is more powerful together, not only by the facilitators This is a session where EGO is not allowed, feel free to abandon if you came with this mindset This is a session where everyone will need to participate and collaborate
- #5: Family Coaching by Pierre
- #6: Once we map the “go-to” network, we can measure it also. Based on the pattern of links – who goes to whom for advice and expertise – we can measure this network in a way similar to how Google measures the Web. We can determine who the key people are in the flow of expertise around this research lab. Luckily, the top two experts are not near retirement, but others in the top 10 are. The three largest nodes and one of the medium nodes are in the top- 10 of expertise dissemination in this network. Seeing this diagram, the lab manager immediately started to plan how she would disseminate the knowledge and expertise of the upcoming retirees. She chose mentoring as a first step.
- #10: ... the search for the ‘perfect System’ for ‘Scaling’ Rigid structures aren’t responsive, we need a shift from hierarchies to work as peers and co-create a world and organizations that works for all … only few leaders in organization (Leadership style) … because always liked the idea of fastest initiatives, working in different organizations make me aware of how bureaucratic can be to implement an idea.. … because I don’t like to work in something that don’t matter to me, engagement in work is crucial
- #11: Speak slowly
- #17: Information rules ‘A Strategic guide to Network Economy’
- #18: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358 It is the purpose of this study to determine the effects of four different communication patterns on the task performance of small groups, and on the behavior of individual members of those groups. By communication pattern is meant the network of channels of communication linking the group members with one another.
- #19: https://www.computerhope.com/jargon/n/network.htm
- #20: Baran took on the task of designing a "survivable" communications system that could maintain communication between end points in the face of damage from nuclear weapons during the cold War..
- #21: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #22: http://www.martingrandjean.ch/social-network-analysis-visualization-morenos-sociograms-revisited/ Moreno’s sociograms are frequently considered as the first examples of social network analysis and visualization. Mapping the social affinities of a group of individuals, Moreno’s first sociograms visualize the relationships between pupils in a classroom: who wants to be sitting next to whom? Each child can choose two others, for results that suggest that sociabilities are changing over time: the proportion of attractions between boys and girls decrease, community structures are formed and then disappear, etc.
- #23: http://www.martingrandjean.ch/social-network-analysis-visualization-morenos-sociograms-revisited/ A social Network is self-organized, emergent & complex
- #25: Information rules ‘A Strategic guide to Network Economy’
- #26: Information rules ‘A Strategic guide to Network Economy’
- #27: Information rules ‘A Strategic guide to Network Economy’
- #30: Information rules ‘A Strategic guide to Network Economy’
- #32: Information rules ‘A Strategic guide to Network Economy’
- #39: http://www.martingrandjean.ch/social-network-analysis-visualization-morenos-sociograms-revisited/ A social Network is self-organized, emergent & complex
- #41: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #42: Directional link: Shown by arrows on a map, when the arrows go both ways, both people say that they have the relationship with each other, in some cases the arrow will only be going in one direction, (EG, if one person says he or she goes to another person for advice, the second person may not go to the first advice)
- #43: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #44: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #45: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #46: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358
- #59: " ~ Bryant H. McGill
- #64: https://www.researchgate.net/figure/Network-configurations-investigated-in-previous-research-from-Leavitt-1951_fig1_220578358