The Opening UP Summer Academy for Social Media Trainers

Success  in  Social  Sourcing  

with  Lean  Leadership  

OpeningUp  Summer  Academy  may  2013  

Discovery  line  

Frank  Willems  

Director  Lean  Management  Ins;tuut  

Professor  Leadership  and  Social  Sourcing  

Who  is  Frank  Willems?  

Director Leadership at Lean Management Institute and

Professor at Hanze University of Applied Sciences

Groningen,

Innovator in leadership of social sourcing,

TEDx speaker,

Co-founder of Civil Village Council

_,

Leading

developer of a Master Leadership programme #Hanze

_,

PhD

researcher at Groningen University and visiting professor at

Tilburg University (TIAS Nimbas)

,

Regatta sailor

Agenda  

• 

Prac5cal  cases  in  social  sourcing  as  input  for  inspira5on  

• 

Social  network  theory  as  base  for  explora5on  and  connec5on  

• 

Lean  Leadership  principles  for  success  in  social  sourcing  

Prac;cal  cases  in  social  sourcing  as    

input  for  inspira;on  

With  the  effect  of  improved  quality  of  life  and  secured  change  approach  for  future  issues     Passion  and  commitment  of  the  villagers  as  an  example  for  the  municipality  

Probl

em  w

ith  hu

ge  war

ehou

se  bu

ilding

 solve

d  

Spon

taneo

us  

ideas

 reali

sed  

Shari

ng  bo

oks  

when

 Librar

y  

was  c

losed

 

Mul5

 func

5onal

 

School  building

   

Reali

zed  w

ith  

crowd

sourci

ng  

Vangstenregistra5e.nl,  7000  professional  fishermen  provide  the  Ministry  of  Agriculture  valuable   informa5on  on  water  quality  and  share  their  knowledge  with  350.000  other  fishers  

Vangstenregistra5e.nl,  7000  professional  fishermen  provide  the  Ministry  of  Agriculture  valuable   informa5on  on  water  quality  and  share  their  knowledge  with  350.000  other  fishers  

Grunneger  Power,  started  as  neighbourhood  ini5a5ve  (Tribe)  in  sharing  usage  of  solar  panels;     Now  a  civilians  owned  energycorpora5on  with  3000  members:  establishment  is  not  amused  

Social  network  theory  as  base    

for  explora;on  and  connec;on  

Crowdsourcing    

Co-­‐crea5on  is  a  

new  way  

of  market-­‐  or  business  strategy  that  

emphasizes  the  development  and  ongoing  realiza5on  of  

mutual

 

firm-­‐customer  value

 

 

Tribes  

Co-­‐crea5on

 

So

ci

al

 s

ou

rc

in

g  

 

Crowdsourcing  is  

by  an  employee  or  contractor,  to  an  undefined,  large  group  of  

outsourcing  tasks

,  tradi5onally  performed  

people  or  

community

 

(a  crowd),  

through  an  open  call

 

A  tribe  is  a  

group  of  people  

connected  to  one  another,  

connected  to  a  leader  and  

connected  to  an  idea

 

Relevant  social  network  theories  

Nicholas  Christakis:  Our  

experience

 with  the  world  

depends  

on  the  

factual  

structure  

of  

our  networks  

and  

all  that  flows  

in  these  networks  

Ronald  Burt:  People  

focus

 on  

ac5vi5es

 within  their  

own  group  

and  that  

causes  ‘structural  holes’  

in  informa5on  flow  between  these  groups

 

Stanley  Milgram:  Everyone  at  this  earth  is  

connected  with  each  other  

by  a  

network  of  connec5on  steps  with  

six  degres  of  separa5on

.  This  research  was  

done  in  1967  and  in  2012  again;  the  separa5on  now  will  be  4,74  steps  

The  Groundswell  ladder  shows  the  levels  of  par5cipa5on;  at  which  level  are  you  par5cipa5ng?  

Collectors  

Joiners  

Spectators  

Inac5ves  

Creators  

Cri5cs  

The  Groundswell  ladder  in  combina5on  with  the  Graves  profile  as  indicator  for  par5cipa5on      

Collectors  

Joiners  

Spectators  

Inac5ves  

Creators  

Cri5cs  

Social  networks  (2N₎   Interac5ve  networks  (N2₎   Hierarchical  networks  (N)   Val ue  o f  th e   ne tw or k  

Number  of  par5cipants  

The  combina5on  of  the  scien5fically  laws  of  

Sarnoff  

(value  of  hierarchical  network    

is  equal  to  the  number  of  par5cipants),  

Metcalfe

 (value  of  a  interac5ve  networks    

Increases  Qudra5c  with  new  par5cipants)  and  

Reed

 (value  of  social  networks    

grows  exponen5ally)  gives  an  idea  of  the  effects  of  networks  

 

Find the creators in the middle and the connectors at the edges of your social network. You can use LinkedIn Inmap to find these people

In  Internet  culture,  a

 

lurker

 

is  a  person  who  reads  discussions  on  a  message  board,   newsgroup,  chatroom,  file  sharing,  listening  to  people  in  VOIP  calls  such  as  Skype  and  

Conference  calls  or  other  interac5ve  systems,  but  

rarely  or  never  par5cipates  ac5vely  

     

Source:  Ridings,  Gefen  &  Arinze,  Psychological  Barriers:  Lurker  and  Poster  Mo5va5on  and  Behavior  in  Online   Communi5es  

Find  the  right  crowd  with  innova5on  and  social  sourcing  principles  

90%    

Lur

ke

rs

 

Co

lle

cto

rs

 

Jo

in

ers  

Sp

ec

tato

rs

 

In

ac

5v

es

 

Cr

eato

rs

 

Cr

i5cs  

Innovators   2,5%   Early  Adopters   13,5%   Early   Majority   34%   Late   Majority   34%   Laggards   16%   Marketshare     &   Par5cipa5on   Groundswell   ladder  of     par5cpa5on  

Find  this  

crowd  and  

challenge  

the  ;pping  

point  

 

 

 

Lean  Leadership  principles  for  success    

in  social  sourcing  

Result  of  right  Leadership  and  social  sourcing  

Eff

ec

t  

Energy  and  5me  

2  

3  

4  

Line  of  development   by  social  sourcing  and   Lean  Leadership  

Lean  is  

systema5cally  developing  people  

and  

con5nuous  improving  processes  

(value   streams)  to  create  real  

customer  value

 and  create  success  with  

respect  for  people  

and

 

sustainable

 

usage  of  

resources  

Create  a   con5nuous   flow     Change  from  a  

push  based   system  to  a   customer  pull   based  system  

Aim  for  con5niuos   perfec5on   1   2   3   4   5   Iden5fiy  and   visualise  the   valuestream  and   eliminate  waste   Define  the  value  of  your   product  or  service  based   on  customerperspec5ve  

The  5  base  principles  of  Lean  

Necessary  but  not  directly   adding  value  (35%)   Value  

added   (3-­‐5%)  

 

Not  adding  value   (waste  or  muda)  

(60%)   Focus  of  most  of  the      

tradi;onal  improvements  

Focus  of  Lean  in  first  instance:   8  wastes  

Iden5fy  the  valuestream  

Eliminate  wastes  

Process'Flow' Informa0on'Flow'

Lean  also  supports  in  solving  problems  and  gives  techniques  for  observing    what  really  happens  

 Go  and  See  

 Ask  Why?  

 Show  Respect  

A3  thinking  for  problem  solving  and   strategy  deployment  

Gemba  walks  for  learning  to     see  problems  

People  connect  beler  with  you  when  it  is  clear  why  you  do  it,  not  what  you  do  

What

How

Why

Rationality and analytial mind (Neocortex) Feeling, Trust and intuition (Lymbic brain) From inside to outside

Open

Will

Open

Heart

Open

Mind

LISTENING 2: from outside

disconfirming

[new] data

Downloading habits of judgment reconfirming old opinions & judgments

Factual listening noticing differences LISTENING 3: from within

seeing through

another person‘s eyes

emotional connection

Empathic listening LISTENING 1: from habits LISTENING 4: from Source

connecting to an

emerging future whole;

shift in identity and self

Generative listening (from the future wanting to emerge)

The  interven5ons  of  TheoryU  to  

develop  leadership  

and  

change  people  

Level

Intervention

Description

2. Seeing Community Building Group  Agree  and  senng  

condi5ons  for  unifying  group   communica5ons

2. Seeing Alen5ve  observa5on  

(Gemba  Walk)

Sensa5on  and  experience   what  you  really  see  and  hear

2. Seeing Future Search Sharing  past,  present,  future  

dreams  and  map  common   interests

3. Sensing Nature walk Silence  Walk,  nature  

experience

4. Presencing Meditation Strengthening  coordina5on  

in  team

4. Presencing Social dreaming Share  parts  of  dreams  and  

Golden' Circle' (Sinek')' Human' Needs' (Assink)' Human' Mo8va8ons' (Barre;')' Level'of' Consciousness' (Barre;)' TheoryU'level'

(Scharmer)' TheoryU'leadership'skill'

Why$ Spiritual$ Make$the$

difference$ 7$ Performing$ Act$in$conjunc<on$with$the$en<re$ new$system$

Co@crea<on$ $

6$ Prototyping$ New$way$of$ac<ng$by$connected$ heads,$hearth$and$ hands$

Internal$cohesion$ 5$ Let$arise$

‘Open$Will’$ Connected$with$the$future$that$can$ be$designed$and$ touched$

How$ Mental$ Transforma<on$ 4$ Connect$with$the$

source,$ Presencing$ Genera<ve$ listening,$collec<ve$$ connected$ Emo<onal$ Self@Esteem$ $ 3$ In$contact$with$the$system$ ‘Open$heart’$ Empathically$ listening,$release$ and$connect$ Rela<onal$ 2$ Seeing$with$fresh$ eyes$ ‘Open$Mind’$ Factual$listening,$ seeing$the$ difference$

What$ Fysical$ Survive$ 1$ Listening$from$

habits$ Downloading$from$old$paWerns$

4$

In  my  research  projects  we  are  researching  the  combina5on  of  leadership  principles     and  par5cipa5on  levels  based  on  the  combina5on  of  these  leadership  theories  

• 

Prof.  Johan  Bollen:  

hlp://www.youtube.com/watch?v=r5dxYc3pD5Y

 

 

The  Twiler  Mood  research  by  Prof.  Johan  Bollen  has  inspired  us  to  use  social  media  

data  for  analysing  and  solving  problems  and  to  build  our  

Social  Media  Lab  

The  analysis  of  Social  Media  data  gives  a  good  view  of  what  has  happened  during   ProjectxHaren    at  21th  September  2012  

What’s  your  problem?  Having  no  problem  is  the  worst  problem!  

+  

(Co)  Create  (together)  and  enjoy  

Create  flow  by  connec;ng  the  right  social  network  of  passionated  people  

Listen,  observe  and  feel;      

What  and  who  you  need  is  closer  than  you  think  

Iden;fy  the  real  problem,  check  the  facts  and  release  your  habits  

Choose,  check  and  connect,  be  cri;cal  

Focus  will  lead  to  be_er  results,  aim  for  a  high  level  of  professionalism  

Monitor  the  added  value  for  your  customers  and  sustainable  deployment  of  

@frankwillems  

willems@leanins5tuut.nl   www.leanins5tuut.nl   www.frankwillems.nl