My presentation on social networks and social media with an updated section on social media and twitter that I use when I lecture for executives.

1. Leveraging Social Networks and Social
Media for Improved Performance
Dr. Robin Teigland
Stockholm School of Economics
www.knowledgenetworking.org
www.slideshare.net/eteigland
RobinTeigland
Dec 2013
www.hhs.se

2. Who am I? (LinkedIn Inmaps)
Industry Research
McKinsey
Stanford
Wharton
SSE
Research
IFL Exec
Ed
2

3. Today’s discussion
Background
 Organizational network analysis
 Personal network analysis
3

4. What most people think of when they hear
―social networks‖
4

5. Relationships
Image: Hinton 2007

6. We are all
embedded in
networks
Image: http://info.data-scout.com/blog/bid/154938/Six-Degrees-of-Separation

7. Six degrees of separation
- Milgram, 1967
Image: http://www.deliveringhappiness.com/on-six-degrees-of-separation/
7

8. A big bang in the information universe
2.7Bln
daily comments and
‖likes‖ on Facebook
500Mln
daily posts on Twitter
and Weibo combined
200k
videos uploaded to
YouTube daily
Image: http://en.wikipedia.org/wiki/Internet, Tomas Larsson, 2012

9. From six degrees to four degrees
http://www.telegraph.co.uk/technology/facebook/8906693/Facebook-cuts-six-degrees-of-separation-to-four.html
9

10. Increasing focus on network science
10

11. Social Network Analysis (SNA)
- well established today
 Network applications appear in most social sciences
− anthropology, management, public health, sociology,
economics
 Studies span levels from individual to greater society
• personal social & health support systems
• children’s play groups, high school cliques
• neighboring behavior, community participation
• work teams, voluntary associations, social movements
• military combat platoons, terrorist cells
• corporate strategic alliances, board interlocks
• international relations: trade, aid, war & peace
Borgatti
11

12. What is a network?
Actor
•Actors/Nodes
Tie
−Individuals
−Teams, organizations
, etc.
•Ties/Links
−Knowledge, trust, tea
m, sit by, dislike, etc.
−Alliance, customer, inv
estment, etc.
A set of actors connected by ties
12

13. Social network analysis has a long history
and is based on matrix algebra and graph theory
http://en.wikipedia.org/wiki/Social_network
13

14. What is distinctive about SNA?
 The phenomenon: What we study
− Social relations among entities, conceptualized as social
network
 The methodology: How we study it
− Units of observation (cases) are dyads, not individual actors
− Variables are relations, not actor attributes
− Dyadic, autocorrelated data require different statistical
methods
 The theory: How we understand it
− Model groups as networks
− Theoretical constructs such as centrality, structural
equivalence, etc.
− No single theory of everything but common perspective
Borgatti
14

15. Hidden influence of social networks
Happy people
In between people
Unhappy people
Christakis & Fowler, 2011
http://www.ted.com/talks/lang/en/nicholas_christakis_the_hidden_influence_of_social_networks.html
15

16. ‖No one knows everything,
everyone knows something,
all knowledge resides in networks
humanity.‖
Six degrees of
separation
- Milgram, 1967
Image: Krebs
Adapted from Lévy 1997

17. Even organizations are in networks
Internet industry: 1998-2001
Krebs, http://www.orgnet.com/netindustry.html
17

18. Today’s discussion
Background
 Organizational network analysis
 Personal network analysis
18

19. What are they doing?

20. Where do individuals go for help with problems?
Non-electronic
documents
Non-electronic
Intranet documents Contacts in
other offices
Internet
Internal
electronic
networks
External
electronic
networks
Teigland 2003
Other
contacts
??
Co-located
colleagues
20

21. Knowledge flows along
existing pathways in organizations.
If we want to understand how to
improve the flow of knowledge,
we need to understand
those pathways.
Larry Prusak, Founder
Institute for Knowledge Management

22. Uncovering networks in an organization
Formal organization
Teigland et al. 2005
Informal organization
22

23. What do you notice about the informal network?
Cross, Introduction to organizational network analysis
23

24. Revealing the informal hierarchy
Organization chart shows
how authority ties should
look…
… but digraph of actual
advice-seeking …
… can be
restructured to
reveal “real”
hierarchy!
Brandes, Raab and Wagner (2001)
Knoke
24

25. Myths about networks
 I already know what is going on in my network
 We can’t do much to help informal networks
 To build networks, you have to communicate
more
Adapted from Cross et al. 2002
25

26. Why are more social get-togethers and
coffee breaks not the solution?
26

27. Myths and reality checks
 I already know what is going on in my network
 Those who think they know their network the
best are usually the ones who know the least
 We can’t do much to help informal networks
 Informal networks can be ―managed‖ through
changing the organizational context
 To build networks, you have to communicate more
 Networks can be strategically developed
Adapted from Cross et al. 2002
27

28. Organizational Network Analysis (ONA)
Diagnostic method for collecting, analyzing, and
visualizing data about patterns of relationships among
people in groups.
Provides view into network of relationships that
enables leaders to…
• improve flows of knowledge, information and
innovation
• build social capital
• acknowledge thought leaders and key information
brokers (and bottlenecks)
• target opportunities where increased knowledge
flow will have most impact on bottom line
• establish a learning organization /community
Modified from Valente
28

29. What positions are important
in Organizational Network
Analysis (ONA)?
29

30. ―Central connectors‖ within one location
Stockholm
Surprise!!
Teigland 1998
Bottleneck 
30

31. With which colleagues do you discuss everyday technical
issues/work-related problems at least once a week?
Red=Male
Blue=Female
=Left org
Schenkel & Teigland 2011
31

32. With which colleagues do you discuss exciting new
ideas and better ways of getting things done?
Red=Male
Blue=Female
Schenkel & Teigland 2011
=Left org
32

33. Individuals within a firm
Time at firm
< 1 yr
1-5 yrs
5-10 yrs
10-15 yrs
> 15 yrs
Mattsson 2004
33

34. ‖Birds of a feather flock together‖
―Lika barn leka bäst‖
People find similar people attractive and develop
relations with people like themselves
Our networks tend to be homogeneous
and not heterogeneous
Marsden 1987, Burt 1990
34

35. ―Information brokers‖ between locations
Brussels
Transferred from
Stockholm
San Francisco
Stockholm
Helsinki
Teigland 1998
Copenhagen
London
Madrid
35

36. Proximal collaboration
When people are more than 50
feet apart, the likelihood of them
collaborating more than once a
week is less than 10%.
- Allen 1984
36

37. ―Peripheral specialists‖ between organizations
Electronic
communities
Stockholm
Brussels
San Francisco
London
Other
firms
Teigland 1998
Helsinki
Madrid
Copenhagen
37

38. Where does much of innovation start?
New ideas flow
from outside
into organization
through informal
networks
What happens to
them after
entering the
organization?
Whelan & Teigland 2010
38

39. Individual network positions
Anklam 2009
39

40. What structures are important
in Organizational Network
Analysis (ONA)?
40

41. Complete network structure
 Core/Periphery structure
− Network consists of single group
(core) with hangers-on (periphery)
− Core connects to all
− Periphery connects only to core
− Short distances, good for
transmitting information
− Identification with group as whole
 Clique structure
− Multiple subgroups of factions
− Identity with subgroup
− Diversity of norms, belief
Borgatti
41

42. What is the relationship
between networks and
performance?
42

43. Two individuals with the same number of
contacts…
A
B
43

44. …but with very different access to resources
A
B
44

45. Performance differs based on one’s network
Firm B
High
on-time
Low
creative
Firm A
Virtual
community
High
creative
High
Low
on-time Creative
Teigland 2003
45

46. When you hire someone,…
…..you “hire” his or her network.
46

47. Network structure affects performance
Two divisions within Sundlink (Öresund Bridge)
Division 1
Division 2
Stagnant performance
over time
Improved efficiency
over time
Schenkel & Teigland 2008
47

48. Knowledge sharing across client teams
48

49. Knowledge sharing across client teams
49

50. Significantly improved performance
U.K.
UK
ONA Actions
Angola
Angola
Nigeria
•Identify overly connected people
Brazil
Brazil
Nigeria
•Bridge invisible network silos
•Create awareness of distributed
expertise
Canada
Canada
Saudi
Arabia
U.S.
Saudi Arabia
Nigeria
U.S.
Gulf of
Mexico
•Bring in peripheral players
ONA Results
UK
Canada
•24% rise in customer satisfaction
•66% reduced cost of poor quality
•22% increase in new product
revenue
Brazil
Saudi
Arabia
Gulf of
Mexico
Angola
Cross 2010
•10% improved operational
productivity

51. Comparing performance across firms
Teigland et al 2000
51

52. Hewlett-Packard
 Networking activities recognized and rewarded at
individual and unit levels
 Management support for informal and formal
networking activities across internal and external
boundaries
 Best practice task group
 Personal initiatives
 Extensive socialization: personnel rotation, crossoffice teams, “open” office layout
 A visionary organization
− Clearly defined mission: ”To make technical contributions for the
advancement and welfare of humanity”
− Supporting core values, e.g., teamwork, helpfulness
− Company-wide goal of World’s Best Laboratory
Teigland et al 2000
52

53. “Managing” networks in your organization
Before
After
1. Uncover networks
2. Analyze networks
3. Improve connectedness
Cross; Anklam & Welch 2005
53

54. Why are more social get-togethers and
coffee breaks not the solution?
54

55. Informal networks in your organization
 Reflect on your organization.
− What informal network would you like to learn more about?
 What do you think this informal network looks like?
− Who are the key players: central connectors, information
brokers, peripheral players?
− What does the overarching network structure look like:
core/periphery, cliques, silos, isolates?
 What do you think needs to be done to improve
performance, e.g., knowledge flows?
− How would you like to do this?
55

56. Organizational Network Analysis (ONA)
Diagnostic method for collecting, analyzing, and
visualizing data about patterns of relationships among
people in groups.
Provides view into network of relationships that
enables leaders to…
• improve flows of knowledge, information and
innovation
• build social capital
• acknowledge thought leaders and key information
brokers (and bottlenecks)
• target opportunities where increased knowledge
flow will have most impact on bottom line
• establish a learning organization /community
Modified from Valente
56

57. http://nodexl.codeplex.com/
57

58. Some questions to ask
 Communication: How often do you talk with the
following people regarding (topic x)?
 Information: Who do you typically seek workrelated information from?
 Problem-solving: Who do you typically turn to for
help in thinking through a new or challenging
problem?
 Knowing: How well do you understand this person’s
knowledge and skills?
 Access: Who is generally accessible to you within a
sufficient amount of time to help solve a problem?
Cross et al 2002
58

59. Conduct your own ONA
1. Uncover strategically important networks
− Collaboration generally poor across functional,
physical, hierarchical, and organizational lines
− Meaningful, actionable relationships, e.g.,
information flow, knowledge sharing, trust,
decision-making
2. Collect and analyze data
− E.g., email, survey, interview, observation
− Visually map data
3. Improve connectedness
− Create meaningful feedback sessions
Cross, Introduction to organizational network analysis
59

60. Analyze and visualize data
http://en.wikipedia.org/wiki/Social_network_analysis_software18
60

61. Myths and reality checks
 I already know what is going on in my network
 Those who think they know their network the
best are usually the ones who know the least
 We can’t do much to help informal networks
 Informal networks can be ―managed‖ through
changing the organizational context
 To build networks, you have to communicate more
 Networks can be strategically developed
Adapted from Cross et al. 2002
61

62. Today’s discussion
Background
 Organizational network analysis
 Personal network analysis
62

63. So, what does this mean for you?
 An actor’s position in a social network, i.e.,
social capital, determines in part the actor’s
opportunities and constraints
German
biotech
scientists
Casper & Murray 2002
63

64. Bridging unconnected groups brings advantages
•More rapid promotions
•Greater career mobility
•Higher salaries
•More adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi
64

65. Develop three forms of networking
Operational
Personal
Strategic
Purpose
Getting work done
efficiently
Enhancing personal Developing and
and professional
achieving future
development
priorities
Members
Mostly internal
contacts and
focused on current
demands
Mostly external
contacts and
focused on current
and future interests
Both internal and
external contacts
and focused on
future
Network
attributes
Depth through
building strong
working
relationships
Breadth through
reaching out to
contacts who can
refer you to others
Leverage through
creating insideoutside links
Ibarra & Hunter, HBR Jan 2007
65

66. Build relationships with people
at all hierarchical levels
Higher: Help with making
decisions, acquiring
resources, developing political
awareness, explaining organizational
activities beyond local setting
Equal: Help brainstorm and provide
specific help, support, and needed
information
Lower: Provide best sources of technical
information and expertise
Look for complementary skills
while maintaining a balance!
Cross, Parise, & Weiss 2006
66

67. ―Think about it: everybody you know,
everyone you meet, also know about 250
people. So every time you cultivate a
relationship with one new person, you have
actually expanded your personal inventory by
250 people – every single time.‖
— Bob Burg, Author and Speaker
67

68. Build relationships before you need them
Outside
organization
Inside
organization
Stronger
ties
Weaker
ties
68

69. Avoid creating insular networks
http://www.enronexplorer.com/focus/19185#
69

70. Leverage social media to build your networks
70

71. What benefits can you achieve
through using social media?
- Innovation
- Learning
- Relationships
- Leads
- Other?
71

72. 72

73. 73

74. 74

75. Why do people use twitter?
 What’s happening now?
− News, events, trending topics
 What do you think?
− Ability to get immediate response
 Who else is interested in this?
− Ability to reach a broader community
− Ability to learn about topic
 To take a break
− Chat informally about serious and less serious topics
75

76. Get started with Twitter
Getting Started with Twitter
Robin Teigland
www.knowledgenetworking.org
@robinteigland
Step 1: Create a Twitter account.
1. Go to http://twitter.com.
Step 2: Create your twitter profile.
1. Click on Settings & edit your profile (make sure to add a photo).
2. View the results on “View my profile page”
(http://twitter.com/yourusername).
Step 3: Send a tweet.
1. Go to “Compose new Tweet” and type what you are doing / thinking, etc.
and click enter - 140 character max!
Step 4: Find some people or accounts to follow.
1. Use #Discover (at the top of your Twitter homepage) or simply type a
name into search box at top of screen (e.g., robin teigland). Click on
Follow.
2. Some people you might want to follow:
a. People in your local community whom you see at professional or
personal events
b. Customers (and potential customers)
c. Competitors
d. Peers and people in your industry
e. Service providers for your business
f. People who inspire you personally or professionally
g. Gurus in a field of interest
Click on the document
to the left to see some
basic steps to get
started with Twitter
Step 5: Interact with others who are tweeting.
1. Favorite a tweet.
2. Retweet a tweet.
3. Reply to a tweet.
Step 6: Send a tweet.
1. Compose a tweet and include a link to an interesting website, article, etc.
2. Include a hashtag for your topic, eg #crowdfunding.
76

77. Twitter exercise
 How could you use Twitter?
 How could Twitter help you professionally?
 How could you use Twitter to build social
networks in your organization?
 How will you use Twitter this next week?
77

78. Some tools to build your network
78

79. Tools to uncover your networks
 Facebook
− TouchGraph Facebook Browser

http://www.touchgraph.com/facebook
 LinkedIn
− http://inmaps.linkedinlabs.com/
 Klout
− http://klout.com/#/dashboard
79

80. Analyze your networks
http://inmaps.linkedinlabs.com/network

81. Facebook network via TouchGraph
http://www.touchgraph.com/facebook
81

82. Track your influence
www.klout.com

83. Exercise
 Social network development
− What is your personal strategic objective for next 1-2 years?
− What resources do you need to fulfill this objective?
− What resources do your network ties give you access to?
− What network ties do you need to strengthen?
− How can you help one another make new connections?
− How could you use social media to help you develop your
strategic networks?
Resource
Network tie
Strength
Action

84. Today’s discussion
Background
 Organizational network analysis
 Personal network analysis
84

85. If you love
knowledge, set it free…
Karinda Rhode
aka Robin Teigland
robin.teigland@hhs.se
www.knowledgenetworking.org
www.slideshare.net/eteigland
www.nordicworlds.net
RobinTeigland
Photo: Lindholm, Metro
Photo:
Nordenskiöld
Photo:
Lindqvist