Karen Stephenson is a corporate anthropologist who has been recognized internationally for her pioneering work in human networks within organizations. She brings a knowledge of quantum chemistry, physics and mathematics to her work in designing human networks. A “global nomad,” Karen currently lectures at the Rotterdam School of Management at Erasmus University. Her forthcoming book is titled, The Quantum Theory of Trust.

Karen defined three meanings of network:

• Verb – A set of trust-based relationships
• Process – Organizational network analysis
• Noun – Contains the genetic code to an organization’s culture

Some highlights from Karen’s prolific experience and research:

• All innovation comes out of collegial networks, a measure of social capital.

• Informal networks are key to decoding a business culture.

• Need both hierarchy and networks. Together, they form a culture.

• The fate of cultural change depends on three important network players: the hub, the gatekeeper, and the pulse taker.
  • Hub – multi-taskers who bring people together; very influential in small groups; natural communicators.
  • Gatekeeper – connects people to each other; more self-aware; can use or abuse power; monitors the flow of information. Make sure the gatekeepers are aligned with you.
  • Pulse taker – most subtle, abstract; more difficult to see; indirectly connected to people in an organization; keep a watchful eye on everything; know what the culture is thinking and feeling.

Knowledge of these three roles can be a strategic tool for controlling the communication within a culture. It only takes 5% of these key people to control the culture and catalyze cultural change.On Trust:

• Trust holds human networks in place; People form networks based on who they trust.
• Trust is a force field for holding the culture together and a critical element in culture change.
• Culture is in the networks.
• Trust relationships are the gold standard of innovative and successful organizations.
• Key knowledge is held through deep trust and collegial networks.
• Transactions don’t require a lot of trust.
• Strategy and decision making don’t require collegial trust. Learning and collaboration require deeper levels of trust.
• We have to learn how to build networks of trust and collaboration.

Once you detect and diagnose the networks, you are well on your way to accelerating change.