Energising your Social Network

PRACTICE GUIDE – Outside-In Energy

What is a Social Network?

When we engage voluntarily in collective activity we engage in conversations to communicate ideas, shared information, and concerns as well as coordinate actions. It’s the way we use technology and relationships to develop connections and build “social capital” and trust to influence and learn from others.

Think of it as “possibility space”, where relationships are created, conversations are developed, offers and requests are made and collaborative actions coordinated in our “movie maker” mind.

“The ability to explore the space of possibility can be found in an organisation’s [individual’s] ability to engage in dialogue.” – Michael McMaster

The dynamics of social networks have a major impact on the way we lead our lives and manage our organisations. Today, more people can participate in is conversations to find solutions and provide insights. They increase the likelihood that constraints and difficulties will be seen more quickly and the answers shared immediately.  Small specialist groups can be formed rapidly to complete agreed actions. The speed of innovation is a testimony to this development.

So what does this mean?

We tend to gather around people who listen well and value our contributions to their thinking. I am coaching a client at the moment where his manager is unable to pay attention long enough to ground his requests. He is unable to get an agreement on what exactly is wanted and both parties are then dissatisfied with the result. It becomes a source of bullying. Hence he is unwilling to give his best work as it is never appreciated. Hardly the conditions for encouraging collaboration or commitment.

SHARING INFORMATION – In a social network, questions can be raised and new perspectives shared to find out what is known, or needs to be considered before a relevant offer of help is made. The smaller the network the closer will members be to their shared values.

TELLING STORIES – In a social network, stories get around much faster. They provide a context, metaphor or “map” to guide the conversation and generate thinking.

TRIALING IDEAS– In a social network it is easy to float suggestions or offers to get feedback. There is an openness to listen and consider possible alternatives, or critique prototypes.

TESTING INVENTIONS – In a social network, it is possible to focus on the most interested people who are keen to be the first to influence opinion and what to be leaders in their own social network.

ENCOURAGING COLLABORATION – In a social network, opportunities exist to practice how an initiative could be effectively coordinated. This replaces the “command and control” culture that undermines person motivation, free thinking, and innovation.  Reputations can be built on contribution, not control.

LEADERSHIP FOR CHANGE – In social networks, there has to be an initiator or director of a hub to inspire, create a purpose and generate a sense of belonging among network members.

Now what?

Developing a reputation for having something interesting to say is very important. It helps to get people to pay attention to your offers. Getting people’s attention is the key to maintaining your social network and spreading the message. These messages need to address the concerns of readers by telling a good story.

Blogs are becoming an increasingly important marketing tool for businesses in getting support for their products and securing a following to get rapid feedback and secure repeat business. Communities of Practice are used to create groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.

It’s helpful to clarify the purpose of your social network. Is it about acquiring and sharing information to produce action, or is it to develop good practice within a chosen domain of knowledge?

Practices

1. What social networking tools (i.e. web pages, links, email, newsfeeds, image libraries, search, blogs, chat, friends) would you use to promote the following conversations:

• Clarify roles
• Share expertise and knowledge
• Stay informed and stay in touch
• Create spaces for conversation and innovation
• Manage networks of commitments
• Secure collaboration

2. If you are currently involved in a “Community of Practice” what do you find are its advantages and disadvantages?

3. How would you go about setting up a new social network?  The best and easiest way is to build an offshoot from an existing network?  What do you have that could help people address their concerns in your field of expertise?  How would you do it differently?  Who would be your target audience? Would it be about connections, coordination or the solving of problems?

References

The Intelligence Advantage by Michael McMaster.  Butterworth-Heinemann 1996

The Future of Work by Thomas Malone. Harvard 2004

Here Comes Everybody by Clay Shirky. Penguin 2009

The Innovator’s Way by Peter Denning & Bob Dunham. MIT 2010

Further reading