1. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Mike Pupius Centre for Integral Excellence Sheffield Hallam University John Swanwick Open University Business School Networking for Success British Council Quality Forum Conference 22 February 2004

2. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk The presentation Some thoughts about networking Summary of progress so far Some contradictions Implications for our networks Implications for the EFQM model

3. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Six Degrees of Separation Don’t I know you?

4. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk A Small World? Some people feel that any two people in the world, no matter how remote from each other, can be linked in terms of intermediate acquaintances, and that the number of such intermediate links is relatively small - irrespective of, and across, social groupings

5. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk

6. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Six degrees of Separation Stanley Milgram (Harvard professor ) – 1967 social networking experiment How many ‘social hops’ would it take for messages to traverse through the US population (200 million) Posted 160 letters from randomly chosen people in Omaha, Nebraska Boston Omaha Asked them to try to pass these letters to a stockbroker working in Boston, Massachusetts Rules: use intermediacies whom they know on a first name basis chosen intelligently make a note at each hop 42 letters made it !! Average of 5.5 hops Demonstrated the ‘small world effect’ Proved that the social network of the United States is indeed connected with a path- length (number of hops) of around 6 – The 6 degrees of separation ! Does this mean that it takes 6 hops to traverse 200 million people??

7. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk everythingconnectstoeverything

8. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Map your personal network Prof. Institutes Work You ECOP Gym Other networks FamilyFriends Study Class Place of Worship

9. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk A Model for Alignment (after Robert Dilts) Capabilities & skills ‘I Choose’ The capacity to generate Behaviour in any specific context. E.g. setting goals, listening skills, being sensitive to our environmental context Behaviours ’I Act’ The actions we take intended to influence our Environment which generates positive or negative feedback from the Environment. These are the external evidence of thoughts Environment ‘I React’ The context in which we operate. Source of feedback on our Behaviour and the triggers for our reactions. Beliefs & Values ‘I Can’ Beliefs influence Capability and support Identity. We have beliefs about the contextual environment of our lives, behaviour and capability (ours and others). How well we use our Capabilities will be based on our beliefs & values about them. Identity ‘I Am’ Our combined Beliefs & Values define our Identity. That Identity can also limited our Beliefs and Values. Identity can be expressed in terms Purpose ‘I Know’ The sense of SELF which remains constant, whatever aspects of IDENTITY change or develop. A sense of Connectedness

10. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Tips for Networking (Donna Fisher) 1.The Power of Giving 2.The Power of Interdependence 3.The Power of Praise 4.The Power of Quality Connections 5.The Power of Staying in Touch 6.The Power of Knowing you 7.The Power of Small Talk 8.The Power of Listening 9.The Power of Speaking Up 10.The Power of Asking 11.The Power of Thinking Big 12.The Power of Commitment

11. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Summary of work so far Born of the idea that we should look to improve our networks Some contradictions emerge between commonly assumed network attributes and theory (see papers) An opportunity for members to input ideas by questionnaire and today Some conclusions to help us improve?

12. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Contradictions 1 Formality Loose coupled and individual, members come and go as they please Or more structured relationships and forms of communication involving some form of hierarchy, specialist roles etc

13. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Contradictions 2 Purpose The network as a source of highly individual learning, loosely gathered Or the network specifically intended for collective and organisational learning – which might include periodic assessment and review of activities Learning for creativity/innovation?

14. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Contradictions 3 Style Informality supported by questioning and open style reinforced by social interaction Or more formally structured to offer learning through ‘set pieces’ e.g. presentations, visits etc

15. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Some thoughts about our networks The starting point is ‘what is our purpose’? Learning? Creativity? Loose formality or not? – correlates with learning gain? Just how much hierarchy/ structure do we need?

16. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Some thoughts about the EFQM Model Is the Model predicated on hierarchical structures? (both principles and criteria). Not suited to networks (some or all) except in the sense that some sub-criteria have relevance? If so, do we have to build a new ‘model’ for networks based on the those principles which remain relevant? Networks will grow as a form of organisation in the new century, so we can hardly ignore this?

17. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Results from Questionnaire Effective communication Willingness of all members to share information and learning Committed reviewing scheme to ensure network runs as efficiently as possible Good planning Strong commitment to carrying out defined goals Financial support to underpin the activities of the network

18. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Integral Thinking (after Ken Wilber) Sense of Connectedness Sense of Identity Personal Values Skills, Knowledge Individual behaviour Roles Responsibilities Actions Shared Purpose Shared Vision Shared contexts Collaborative working Strategies Plans Processes Information Alignment Common direction Results

19. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Group Working Reflect on the the presentation Consider the purpose of your networks Identify any common values Brainstorm issues and ideas for improvement and record on paper Feedback the “best” idea in plenary

20. © Centre for Integral Excellence Sheffield Hallam University http://integralexcellence.shu.ac.uk http://excellence.shu.ac.uk Vision without action is simply dreaming Action without vision is merely activity Vision with action - you can change the world Joel Barker