leveraging invisible organizational networks for visible change
For Visible Change
October 16, 2013
Teachers College, Columbia University
New York, NY
9:00am - 5:00pm EST
Workshop is limited to 15 attendees
This 1-day experiential workshop teaches you about how organizational networks function, how to learn about your organization’s network, and how to put it to work for change.
While we have begun to understand how powerful informal leadership networks can be, we are just learning how to harness them to bring about more successful change.
SESSION TOPICS will include:
- Understanding the value of organizational networks
- An example of the power of an informal network for change: the case of the IPPNW
- Understanding organizational network roles and their contributions to change
- Mapping your organizational network
- Advance change using organizational networks: step-by-step
- Challenges to consider as you make the invisible visible
In this workshop, you will learn how to:
- Explain the value of understanding invisible organizational networks
- Understand the process of mapping your organization’s network
- Identify key roles in networks and their contributions to change
- Learn how organizations have leveraged their informal networks to bring about more successful change
Key takeaways include:
- Understanding how to use network analysis to accelerate organizational change or gain alignment on issues or causes
- Learning the basic steps involved in conducting a network analysis
- Learning how other organizations have applied and benefited from the application of organizational network analysis
- Clarifying how you might apply this powerful method to advance your organization’s mission
Author/editor of 25 books, international consultant, featured speaker, Professor at Teachers College, Columbia University, and SVP, Center for Creative Leadership.
Professor Pasmore is a Visiting Professor of Organization & Leadership, Teachers College, Columbia University and Senior Vice President of the Center for Creative Leadership. He is the Editor of the Journal of Applied Behavioral Sciences. He is the author/editor of 25 books and numerous scholarly publications. He was a tenured full professor of Organizational Behavior at Case Western Reserve University from 1976-1997, where he taught courses in undergraduate and graduate degree programs in organizational behavior and organization development, and directed the Master’s degree program in Organization Development and Analysis. In 1997, he joined Delta Consulting in New York City, which became part of the Marsh McLennan/Oliver Wyman Corporation. There, he was a member of the executive team and director of global research. He consulted to Fortune 500 and global clients on issues of CEO succession, organization design, human resource effectiveness, and change. He joined the Center for Creative Leadership in 2008 to lead a global practice that helps companies combine leadership development with organization development in order to enhance the impact and return on investment in leadership education. He is a frequent invited speaker at global conferences and corporate events. Professor Pasmore received his undergraduate and doctoral degrees in Management and Administrative Sciences from Purdue University.
Rob Cross, Ph.D.
Rob Cross is a professor of management at the University of Virginia and Research Director of The Network Roundtable, a consortium of 75 organizations sponsoring research on network applications to critical management issues. His research focuses on how relationships and informal networks in organizations can be analyzed and improved to promote competitive advantage, innovation, customer retention and profitability, leadership effectiveness, talent management and quality of work life.
Rob Cross has worked directly with more than 200 strategically important networks across over 120 well-known organizations in consulting, pharmaceuticals, software, electronics and computer manufacturers, consumer products, financial services, petroleum, heavy equipment manufacturing, chemicals, and government. Ideas emerging from his research have resulted in two books, four book chapters and 23 articles, several of which have won awards. In addition to top scholarly outlets, his work has been repeatedly published in Harvard Business Review, Sloan Management Review, California Management Review, Academy of Management Executive and Organizational Dynamics. His most recent book, The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations (Harvard Business School Press), has been featured in venues such as Business Week, Fortune, The Financial Times, Time Magazine, The Wall Street Journal, CIO, Inc and Fast Company.
This workshop will be of interest to those who need to lead change more effectively in organizations, associations or society. Ideally, those who attend should be in a position to gather data about their organizational network and then use that information to improve the acceptance and implementation of change. Examples of who should attend include organizational leaders, human resource professionals, external change agents, and community organizers.
WHO SHOULD ATTEND
Leaders and Executives and Change Agents in