Teigland_Creating Personal Success through Networks and Social Media
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a brief presentation at a Linklaters alumni event
![[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Photo: Mahaley, Lundholm November 2009 ww.ifl.se](https://image.slidesharecdn.com/ifllinklatersteiglanddraft-091126095830-phpapp01/85/teiglandcreating-personal-success-through-networks-and-social-media-1-320.jpg)
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Teigland_Creating Personal Success through Networks and Social Media
- 4. Increasing difficulty in keeping up …. Growth Time Information and knowledge Human absorptive capacity Cohen & Levinthal 1989
- 9. Network dynamics impact creativity and innovation B A Teigland 2003 Poor creativity and innovative performance High creativity and innovative performance
- 11. While closed networks can lead to failure http://www.enronexplorer.com/focus/19185#
- 13. Build relationships before you need them,…. … … while making sure you create value and foster trust.
- 15. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
- 16. Be selective and be active
- 18. Organize your networking - Tweetdeck
- 19. Check out your own network
- 21. Go meet someone different Explore communities in virtual worlds, e.g., SecondLife
- 22. The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value
- 23. Thanks and see you in world! Karinda Rhode aka Robin Teigland [email_address] www.knowledgenetworking.org www.slideshare.net/eteigland
Notes de l'éditeur
- So if there is no one-liner to celebrate the birth of the Internet, maybe this skit, aired on National Public Radio in the US on the 40-year anniversary of the Internet in October 2009, can serve as a reminder of how far we have come
- Cohen, WM och Levinthal, D A, Absorptive Capacity: A new Perspective on Learning and Innovation, Working paper, Carnegie Mellon University and University of Pennsylvania, October 1989 Figur 3. Gapet mellan tillväxten av ny kunskap respektive tillväxten av människans förmåga att absorbera kunskapen. (Fritt efter Robert Junks anförande vid framtidsseminarium i Salzburg1989)
- http://www.youtube.com/watch?v=MbX_I2fuqJk&feature=PlayList&p=079F3CFE9701D083&index=0 Pierre Lévy, Collective Intelligence: Mankind's Emerging World in Cyberspace , 1997 My example of how this presentation was made. Asked a question on Socnet and received many good answers with people’s presentations and links to interesting sources Clay shirky – here comes everybody Previously – one to one but enable groups, and one to many but not enable two way communication, now have many to many conversations
- Everybody is connected to everybody else by no more than six degrees of separation. “ Small World Phenomenon” by sociologist Stanley Milgram, 1967 Back ground Example who ever you take that average is six step
- Refer to social networks here Began with Jacob Levy Moreno in the 1930s in attempt to quantify social relationships. Based on matrix algebra. Advanced statistics… Nodes can be people, departments, or organizations Networks consist of links that form a structure Links between nodes have different purposes , e.g., task or general advice, expertise, strategic information, navigating the organization (procedures, know-who, etc.) Links can be one or two directional Links can be both formal and informal Links can have different strengths
- FAS.Research (www.fas.at): The availability of resources (money, knowledge, relationships) is determined by where one stands, which position one assumes. For the costs of -access to these resources (= the costs of a “link”) as well as the yields to be expected are also defined by the position in the network and by the general structure of the network. This is the central economic and business-related message of network analysis. The second message in this context is that the methods of network analysis can be used to measure and depict both dimensions (position and structure) in quantitative terms. Social capital also reveals both of these dimensions which must also be taken into account in a SWOT analysis based on the methods of social network analysis. The possibilities of added value, of innovation, chances for successful search processes for better solutions as well as the costs of adaptation to changes are distributed differently for each actor within one and the same network. This is not just because each actor assumes a different position and thus the costs of access to the limited resources vary, but also because with each position the immediate environment changes. Thus the character of the network (the “network profile”) is a different one from the local perspective of the actor. Each actor in the network finds a different space of possibilities and has better or worse access to the existing resources by virtue of his relationships to the other actors. The network thus creates the social infrastructure of the opportunities offered to an actor. Networks – relationships iwth others, Political, economical social relationship All have relationships with others, we are all embedded in nws, We retrieve information and knowledge to arrange our lives Decide on success of our activities SNA Networks and underlying relationships – network analysis – Talk about unique relationships that make each individual. Here is a network - can be medicament, interlocking directors of companies. Network is system of relationships Look at people and re Have to look beyond your friends, who are their friends and relatinoshsip
- Speaker notes Because as we see, position has a very important impact on performance. In my research, I was very interested in understanding the relationship between one’s position in informal networks and performance. Here we find that A’s network is closed and the same knowledge goes round and round. He or She may get better and better at doing what they are doing but no new ideas come into the network – and this hampers creative performance. And as a result, A has a poor degree of creativity and innovative performance. However, if you look at B – we find that B has a high degree of creativity and innovative performance. B has access to several different networks of knowledge and thus can bring in new ideas and combine them with others from other networks, thus B is able to achieve a high degree of innovative and creative performance. This access to several networks is becoming increasingly important as the pace of change, especially technological change – continues to increase. In order for us to be able to continuously innovate as well as to be able to know what is happening in our external environment to make sure we are producing products that the market want, we need to have access to the right networks. So, on the one hand we have A who may be doing all the things right, but not doing the right thing while B can be doing all the right things. Next slide
- http://www.ux-sa.com/2007/09/structural-holes-and-online-social.html But avoid becoming a bottleneck!
- Kenneth Lay delegated responsibility to those in his old boys network – failed to listen to someone outside the club – Sherron Watkins.
- Interesting now that companies changing from hiring fresh graduates to mid-career professionals Everyone knows that when you hire one talented programmer, you get 20 for free! Anders L.
- If a tree falls in a forest and there is no one to hear it fall…
- Photo courtesy of tschaut’s photos, http://www.flickr.com/photos/tschaut/ Stocks of socialt kapital tend to be self-reinforcing and cumulative based on the principle of contribution and reciprocity Successful collaboration in one endeavor builds stronger relationship and trust socialt kapital facilitates future collaboration on other, unrelated tasks As with conventional kapital, those who have socialt kapital tend to accumulate more Goes against knowledge is power