Developing Your Personal Network Strategy

Designing a Personal Network Strategy:
Using Network Analysis Concepts to Build Your Social Capital

Rick Fowler, Principal
Kahler Leadership Group
Rick@kahlerleadership.com

Agenda
1. Introduction to Networks
1. Exercise with Formal and Informal Network Structures

2. Network Analysis Fundamentals

2. Personal Networks: Applying Network Knowledge to Build
Your Network Strategy

© Kahler Leadership Group www.kahlerleadership.com 2

INTRODUCTION TO NETWORKS


Exercise: Formal and Informal Structures Tell Us
Different Things about an Organization
Activity: Examine the formal and informal structures of
relationships among the 20 executives.
Background for the Exercise
You’ve done a survey in an organization and now have the formal and informal
structures of 20 executives in the exploration and production division of a
petroleum company. The client’s goals and the diagrams are in your handout.
Questions to consider
• What can the formal and informal structures tell us about an organization or
the individuals?
• If you were consulting this organization, what you want to know before you
meet the people?
• What would you want to investigate further?
Adapted from Cross, Rob, Stephen P Borgatti, Andrew Parker. (2002). A bird’s-eye view: Using social network analysis to improve
knowledge creation and sharing. IBM Institute for Knowledge-Based Organizations. Retrieved August 22, 2008, from http://www.ibm.com


Exercise: Formal and Informal Relationships of
20 Oil Company Executives

Adapted from Cross, Rob, Stephen P Borgatti, Andrew Parker. (2002). A bird’s-eye view: Using social network analysis to improve
knowledge creation and sharing. IBM Institute for Knowledge-Based Organizations. Retrieved August 22, 2008, from http://www.ibm.com


Informal Structure Reveals Things Not Visible in
Formal Structure
Informal Structure Shows Us

Cole is a Hub
• Central source of information
• Bridge between groups
• One of two connections to SVP
(Jones)

Leads Us to Learn and Consider

• He is overloaded with information requests.
• He has reputation for expertise and responsiveness.
• His overload has increased his stress and slowed the group down.

Formal Structure

Jones is on the periphery
• Only two connections = periphery
• No direct connection to Production

• His poor responsiveness delayed important decisions, holding the group back.
• He has underutilized expertise.
• The network diagram grounds a potentially difficult conversation.

Formal Structure

Production is separated from the
rest
• Cole is the only bridge between
Production and the rest of the
functions


• Production had been relocated which caused a loss of serendipitous meetings.
• Cole’s singular importance as a bridge is also a risk to the organization.


What Does Network Analysis Reveal?
Network analysis This knowledge may be useful because
reveals
Bottlenecks Central nodes provide the only connection between parts of a
network
Number of links Insufficient or excessive links between coordinating groups
Average Distance Degrees of distance between pairs; affects accuracy and speed of
information flows
Isolation People who are not integrated; underutilized expertise and higher
likelihood of turnover
Experts People who may not be utilized effectively
Subgroups and Groups that may develop subcultures and attitudes toward other
cliques groups

Many possible insights: What could you do if you had access to them?


How Network Analysis Helps – Summary of
Exercise
Network Analysis produces an X-ray on organizational relationships
• See hidden relationships and state of connectivity
• Identify how information flows
• Learn which people carry and sustain the culture

And this view allows you to…
• Make better decisions
• Give better advice
• Design more effective interventions
• Improve knowledge creation and sharing
• Evolve or transform cultures
• Use data and analysis to ground potentially difficult conversations


Network Analysis Fundamentals:
Networks Have Structure
Networks are sets of nodes (similar things) and ties (relationships)
Reading a Sociogram
• Dots are nodes, individual people
• Lines are ties between two people
• Arrows indicate tie direction (one-
way, both ways or symmetrical.)

Sociogram of Rick’s network in 2007

Define a Network by Choosing Basis of Ties
Kind of Basis for Relationship What can we learn about this
Network network?
Work With whom do you exchange Habitual, mundane routines; resting
Network information in daily routines? pulse of the culture
Social With whom do you “check in” inside Indicator of trust in a culture;
Network and outside of work to find out what’s enough to withstand stress but not
going on? too demanding

Context Matters:
What if the individuals don’t know their ties?

Kleiner, Art, “Karen Stephenson’s Quantum Theory of Trust,” Strategy+Business, 4th Quarter, 2002.

Many kinds of networks
Typical bases are information flow, affect (friendship, trust), goods and services,
and influence (advice), many other kinds of networks are possible.

Kind of Network Basis for Relationship
Knowledge Networks Multiple network views:
Work, Social, Innovation, Expert, Advice, Learning

Global Action Networks Countries, companies, and NGOs who have different
interests in a treaty

Supply networks Distribution centers that ship products

Professional networks • People who seek career advice from each other
• People who share ideas with each other at a conference

Leadership networks • Connections to well-connected others.
• Connections to diverse contacts.


What if some ties are stronger than others?
We choose a basis for determining the strength of ties
• Simplest ties are either present or absent
• Example: Co-authors of mathematics research papers.

One approach to framing the strength of a tie1
Component of Tie Strength Explanation
Time and Frequency How long have you known a person?
Depth (emotional intensity) How do you know this person?
Intimacy How much mutual confiding do you have with this person?
Reciprocal services What do you exchange with each other?

1Mark S. Granovetter, “The Strength of Weak Ties,” American Journal of Sociology, Volume 78, Issue 6 (May, 1973),
1360-1380.

Applying Network Knowledge to Build Your Network Strategy

PERSONAL NETWORKS


What is Social Capital?

“…social capital is productive, making
“…’social capital’ refers to features of possible the achievement of certain
social organization such as networks, ends that would not be attainable in its
norms, and social trust that facilitate absence.” (Coleman, 1990)
coordination and cooperation for mutual
benefit. (Putnam, 1995)

“…define social capital Social capital is at once
as the sum of the actual the resources contacts
and potential resources hold and the structure of
embedded within, contacts in a network.
available through, and The first term describes
derived from the whom you reach. The
network of relationships second describes how
possessed by an you reach. (Burt, 1992)
individual or social unit.
(Burt, 1992)


Lin View of Social Capital
Therefore, social capital can be defined as resources
embedded in a social structure which are accessed and/or
mobilized in purposive actions. By this definition, the
notion of social capital contains three ingredients:
• Resources embedded in a social structure;
• Accessibility to such social resources by individuals; and
• Use or mobilization of such social resources by
individuals in purposive actions. (Lin, 1999)


Ron Burt View of Social Capital
Social capital predicts that returns to intelligence,
education and seniority depend in some part on a
person's location in the social structure of a market or
hierarchy. While human capital refers to individual
ability, social capital refers to opportunity. (Burt, 1997)

“Managers with more social capital get
higher returns to their human capital
because they are positioned to identify and
develop more rewarding opportunities.”

Bridging and Bonding: Types of Networks
Understood by Constraint

Bridging: Efficient Networks Bonding: Cohesive Networks
Low Constraint High Constraint
Description Efficient = Brokerage Dense = Closure
Connections waiting to be made Everyone is connected
Information Diversity; different ideas and Depth; redundancy; resilience
opportunities
Control Leverage; Tertius Gaudens Enforcement; constraint; stability
Efficiency High efficiency; low redundancy Low – All know the same things
Trust Less – good for new ideas, More – good for teams, affiliation,
innovation (Strength of weak ties) reinforcement of group norms
Communication Spread in diverse contacts and Frequent, easier, more depth
networks; may be shallow

Roles in Network Structure:
Insiders, Outsiders, and Entrepreneurs

Sparse Dense = Bonding Efficient = Bridging
Outsider, Periphery Insider Entrepreneur

Sparse – not enough information and opportunities; Outsider, Periphery
Dense – redundancy; trust; large effort to maintain; constraint; Insider
Efficient – diverse networks; no redundancy; Entrepreneur

Example: A Mathematician with an Exceptional
Network (and Social Capital)
The Erdös Number Project
Erdös was known for traveling the world and collaborating with
mathematicians on problems and proofs he found interesting. He
would actually live with his collaborators for a week or two while they
worked out the proofs. Then he would travel on to the next
collaboration. These collaborations became so famous that soon
mathematicians were keeping track of their Erdõs Numbers.

• Co-author an article with Erdös = you have an Erdös number of 1
• Co-author a paper with a direct collaborator = your Erdös Number is 2
• and so on.
It is very prestigious in the mathematics community to have a low Erdös Number.

Erdös' network shows both patterns, a densely connected core [bonding]
with loosely coupled radial branches reaching out from the core [bridging].
Adapted from case example written by Valdis Krebs, http://www.orgnet.com/Erdos.html
Erdös Number Project - http://www.oakland.edu/enp

Network Strategy: Great Networks Have Both
Bridging and Bonding Social Capital

Network Entrepreneurs create and Network Insiders are more able to
discover more opportunities realize the value from opportunities

You may need both bridging and bonding social capital!


Network Strategy:
Suggestions for Building Bridging Social Capital

• Continually seek more diversity
• Build relationships with hubs and
gatekeepers
• Resist the temptation to spend
more time than necessary with
people and groups you already
know well
• Prepare for the identity (roles) you want to portray in each network
• Reserve capacity to realize opportunities through your cohesive networks


Network Strategy:
Suggestions for Building Bonding Social Capital

• Contribute to the network
• Build relationships and trust
• Build your reputation
• Follow and enforce the norms
• Carefully select and invest in some networks
• Reserve capacity to generate opportunities through diverse networks, too


Network Strategy:
Process for Building the Strategy and Plan

Ideal
Network

Take Current
Action Learn Network

Make
Plan


Network Strategy:
Your Ideal Network
What information and opportunities do you want your networks to provide?
• Information
• Opportunities
• Affiliation
• Reputation
• What else?

Which networks could generate or provide these ideas and opportunities?

Where will you serve roles to generate opportunities? (Network entrepreneur)

Where will you serve roles to turn opportunities into value? (Network insider)


Network Strategy:
Current Network Assessment Example
Bobbi’s Network in 2005
• Colors reflect actual roles : bridging (entrepreneurial) or bonding (insider)
• Weight of ties reflects level of Bobbi’s involvement
• Size of shape reflects size of network
• Kind of shape reflects kind of opportunity anticipated

I used NetDraw to generate the diagram. This step is not necessary, just fun for network geeks!

Review Your Current Network: Rules for
Understanding Your Network Roles
Role in Your Network (currently) Redundancy Density Constraint
Bridging social capital (for you) Low Low Low
(Network Entrepreneur) Low Low High
Low High Low
Bonding social capital (for you) Low High High
(Network Insider) High Low High
High High High
Questionable social capital (for you) High Low Low
High High Low

Definitions – (not exactly the same as in social network analysis but similar)
Redundancy – Degree to which people in one network are in your other networks.
Density – Degree to which people in one network are already inter-connected.
Constraint – Degree to which you are strongly connected within the network.

Network Strategy:
Bobbi’s Network Data
Data Used to Build Bobbi’s Network Diagram: (1, 2, 3) = (Low, Medium, High)
Network Name Redundancy Density Constraint Role Effort Size Opportunity Accessibility
WEO 1 1 1 Entrepreneur 1 1 1 1
GreshamCh 1 3 1 Entrepreneur 3 3 1 3
BeavCh 2 2 3 Insider 2 3 2 3
Cindys 3 3 3 Insider 1 2 1 1
Portlandia 1 1 1 Entrepreneur 1 2 1 2
BAGS 3 3 3 Insider 3 1 1 3
HillsboroCh 1 1 1 Entrepreneur 1 2 1 3
BNI 1 2 3 Insider 3 3 1 3
PABA 1 3 1 Entrepreneur 1 3 1 3
CrProf 1 3 1 Entrepreneur 1 1 1 3
ASTRA 1 2 1 Entrepreneur 1 2 2 1
NSA 1 2 2 Entrepreneur 3 2 2 1
ASTD 1 1 1 Entrepreneur 1 3 2 3
CREW 1 3 1 Entrepreneur 1 2 2 3
MSN 1 3 1 Entrepreneur 1 2 1 3
IBI 1 1 1 Entrepreneur 1 1 1 2

Current Role (Entrepreneur or Insider) is calculated using the table on previous slide.

Network Strategy:
Review Your Current Network
Your Size Redundancy Density Constraint Effort Opportunity Accessibility
Connected
Networks
Network A
Network B
Network C
Network D
Rate each network High, Medium or Low in each category.
Determine how you treat the network: Bridging, Bonding, or ???
• Redundancy – What percent of people belong to other networks on your list?
• Density – What percent of people have strong ties together?
• Constraint – With what percent of the people do you have strong ties?
Determine the nature of opportunities available (discover or generate)
• Size (of network), Opportunity (size, type, other criteria), Accessibility

Review Your Current Network:
Assessing Bridging Opportunity
Assessing Opportunities to Make Bridging Connections
Redundancy=Low always; High constraint only if you are a go-to person in
this network and you have non-redundant networks for making connections.
Relationships do not have to be weak– just not both numerous and strong.

• Is the network big enough and with low enough density that you can make
connections amongst members? Small networks with high density = few
bridging opportunities.

• Are the members connected to other networks that are not redundant with
yours? If most members are in only a few networks, this opportunity is small.

• Are you connected to other networks with low redundancy so you can make
valuable bridges between your networks?

Review Your Current Network:
Assessing Bonding Opportunity
Assessing Opportunities for Bonding Social Capital
Constraint = High always to be a Network Insider;
Density is usually high at least for an important core of the group

• Is the density or redundancy high enough because members want to be
around each other?

• Are the members accessible to you?

• Are you able and willing to embrace the norms?

• Are you willing to build relationships and make an important contribution?

• Will you be able to build trust and reputation within and because of this
network?


Assessing a Network:
Example Network Assessment and Strategy
This section contains the assessment and strategy using Bobbi’s network.

When assessing networks…
• We are not evaluating the quality or value of the network or the people.
• We are looking at network characteristics.
• We are saying, “If I become involved in this network…”
• “How would it contribute to my bridging and bonding social capital?”
• “What roles and commitments make sense for me here?”


Assessing a Network:
Example Network Assessment and Strategy
ID Network Name Redundancy Density Constraint Role Effort Size Opportunity Accessibility Role/Action
1 WEO 1 1 1 Entrepreneur 1 1 1 1 Eliminate
2 GreshamCh 1 3 1 Entrepreneur 3 3 1 3 Bridging
3 BeavCh 2 2 3 Insider 2 3 2 3 Bonding
4 Cindys 3 3 3 Insider 1 2 1 1 Eliminate
5 Portlandia 1 1 1 Entrepreneur 1 2 1 2 Bridging
6 BAGS 3 3 3 Insider 3 1 1 3 Eliminate
7 HillsboroCh 1 1 1 Entrepreneur 1 2 1 3 Eliminate
8 BNI 1 2 3 Insider 3 3 1 3 Bonding
9 PABA 1 3 1 Entrepreneur 1 3 1 3 Bridging
10 CrProf 1 3 1 Entrepreneur 1 1 1 3 Eliminate
11 ASTRA 1 2 1 Entrepreneur 1 2 2 1 Bridging
12 NSA 1 2 2 Entrepreneur 3 2 2 1 Bridging/Bonding
13 ASTD 1 1 1 Entrepreneur 1 3 2 3 Bridging
14 CREW 1 3 1 Entrepreneur 1 2 2 3 Bridging
15 MSN 1 3 1 Entrepreneur 1 2 1 3 Bridging
16 IBI 1 1 1 Entrepreneur 1 1 1 2 Bridging

The table values came from interviews with Bobbi except
• Role: applied the rules for Entrepreneur (bridging) and Insider (Bonding).
• Action: decided based on assessment and what Bobbi knows about context.

Designing Your Network Strategy:
Pillars of the Network Strategy Process
1. Define desired opportunities
You want more social capital
• Bridging social capital
• Bonding social capital Ideal 2. Assess your network
Network Determine roles of networks
• Bridging
• Bonding
• Networks to eliminate
Take Current
Action
Learn Network

Make
Plan

4. Follow your plan and learn 3. Decide how to implement
Are networks fulfilling expected roles? How to participate in bridging networks?
Do you have enough bridging? How to participate in bonding networks?
Do you have enough bonding? How to eliminate rejected networks?
Are you getting desired opportunities? How to find, explore, add new networks?


Managing Bridging Networks
Bridging Networks What to add to your plan
Managing Redundancy Change participation if redundancy in a network increases too much
Reducing Constraint Make only essential and high-impact commitments
Bridges to be Made Identify possible bridges you can make and plan how to make them
Essential Relationships Identify essential, strategic people:Hubs, Gatekeepers, and Pulsetakers

Example from Bobbi’s Network
Networks for Bridging Managing Reducing Constraint (if too Bridges I Can Build Important Relationships (hubs,
Opportunities Redundancy High) gatekeepers, pulse takers)
GreshamCh Reduce to 1 project Between networks Buffy, Pauline
Portlandia Add 1 committee Within and between networks
PABA No committees Between networks
ASTRA Add 1 committee or project Within and between networks
ASTD Watch NSA Add 1 committee Within and between networks Larry
CREW No committees Between networks
MSN No committees Between networks Chuck
IBI No committees Within and between networks Eric
NSA Watch ASTD Between networks David, Shawna


Managing Bonding Networks
Bonding Networks What to add to your plan
Managing Constraint Make sure you are well-connected with important people,
(Increasing Trust) committees, and initiatives. Become a go-to person.
Building Redundancy Facilitate connections, meetings, projects, activities, etc. amongst the
and Density network to get them to connect with each other more and more.
Make sure culture, norms, rules are defined and enforced.
Commitments Make commitments to the network that matter, not just to be visible
but to invest in the network and to build trust and reputation.
Key Relationships Identify essential, strategic people:Hubs, Gatekeepers, and Pulsetakers
Networks for Bonding Managing Constraint Building Redundancy and Important Commitments and Important Relationships
Opportunities (Building Density (Building Projects
Relationships and relationships and making
Trust) intra-group connections.)
BeavCh Add 1 committee Publish articles, speak
Speak, workshops, Plan networking at Leadership training program; Robin, Chuck, Sharon, Chris;
BNI leadership role; I’m a conference Member success program; Chapters: Southwest, Downtown
hub, gatekeeper Advanced education program
NSA Seek leadership role; Facilitate networking ideas David, Shawna


Managing Your Exit from Eliminated Networks
Eliminated Networks What to add to your plan
Why not bridging? What makes this network a poor bridging opportunity?
Why not bonding? What makes this network a poor bonding opportunity?
Why inadequate opportunity? What makes the opportunities not worth the effort?
Key Relationships Maintain key relationships.

Networks to Minimize Why? – Not enough Why? – Not enough bonding Why? – Inadequate Important Relationships to Keep
or Eliminate from the bridging opportunity opportunity opportunity or accessibility for
Strategy effort required
Too small; sparse; poor
WEO
opportunities
Cindys Too redundant High, but available elsewhere Low accessibility
Too redundant High; I’m a hub and Too small; sparse; low-quality
BAGS
gatekeeper opportunities
Maybe Maybe, but effort is high, Low-quality opportunities; high Susan
HillsboroCh
inconvenient; relevance? effort (inconvenient)
Not relevant Too small; sparse; low-quality
CrProf
opportunities


Finding and Assessing New Networks
1. Find new networks to determine how they may fit in your strategy.

2. Determine whether the network can provide desired opportunities.
• Size, Opportunity, Accessibility

3. Determine who the key people are.
• Hubs, Gatekeepers, Pulse-takers

4. Learn about the network characteristics:
• Redundancy, Density, Constraint

5. Use the assessment tool to track what you learn and add it to your strategy


Rick Fowler
rick@kahlerleadership.com
www.kahlerleadership.com

Please connect with us via LinkedIn
for updates to the resources

APPENDICES


Network Basics: We Define a Network by
Choosing Basis of Ties
Kind of Basis for Relationship What can we learn about this network?
Network
The Work With whom do you exchange Habitual, mundane routines; resting pulse of the culture
Network information in daily routines?
The Social With whom do you “check in” Indicator of trust in a culture; enough to withstand stress
Network inside and outside of work to but not too demanding
find out what’s going on?
The Innovation With whom do you collaborate Talk openly about perceptions, ideas, experiments; may
Network or kick around new ideas? dismiss keepers of corporate lore as relics
The Expert To whom do you turn for Keeps of established critical and tacit knowledge; may
Knowledge expertise or advice? clash with innovators.
Network
The Advice or Whom do you go to for advice With enough trust in the organization, this network can
Strategy Network about the future? influence business strategy and careers – focused on the
future.
The Learning Whom do you work with to Key people are bridges between hubs; between expert
Network improve existing processes or and innovation networks; Dormant until change awakens
methods? sense of trust.
Kleiner, Art, “Karen Stephenson’s Quantum Theory of Trust,” Strategy+Business, 4th Quarter, 2002.


Curiosity: Are LinkedIn and Facebook Really
Social Networks?
How do LinkedIn and Facebook fit with our understanding of social networks?
• They are tools that support network activity and store network data.
• They allow the creation of nodes (invitation to create a profile on Facebook?)
• They facilitate creation of links between nodes (invitation to link?)
• They facilitate communication and other network activity.

What’s the basis for a connection on LinkedIn or Facebook?

What’s the difference between a link and a relationship?

How does a social networking site change your networking activities?

What implications are there to your networks?


Network Analysis Experts and Blogs
Verna Allee - http://valuenetworks.com/
Patti Anklam - http://www.pattianklam.com
Steve Borgatti - http://www.steveborgatti.com/, http://www.analytictech.com/
Ron Burt - http://faculty.chicagobooth.edu/ronald.burt
Rob Cross - http://www.robcross.org/
Bruce Hoppe - http://www.connectiveassociates.com/
David Krackhardt - http://www.andrew.cmu.edu/user/krack/krackplot.shtml
Valdis Krebs - http://www.orgnet.com/
Nan Lin - http://fds.duke.edu/db/aas/Sociology/faculty/nanlin/
Karen Stephenson - http://www.netform.com/
Steve Waddell - http://networkingaction.net/

Social Networks Reading Lists

Leadership Networks Bibliography
http://leadernetwork.pbworks.com/

Annotated Bibliography of Social Network Analysis
http://connectedness.blogspot.com/2005/05/annotated-bibliography-of-
social.html


Social Networks Resources
International Network for Social Network Analysis - http://www.insna.org/
The Journal of Social Structure (JoSS) - http://www.cmu.edu/joss/
Managerial Network Analysis - http://www.socialnetworkanalysis.com/
Organizational Network Analysis Surveys - http://onasurveys.com/
Organizational Network Analysis Yahoo Group -
http://finance.groups.yahoo.com/group/ona-prac/
Organizational Network Analysis Wiki - http://ona-prac.wikispaces.com/
Open Value Networks Community - http://www.openvaluenetworks.com/
Value Networks - http://valuenetworks.com/


Bibliography
Brass, Daniel and David Krackhardt, “Social Capital for 21st Century Leaders,” In
J.G. Hunt and R.L. Phillips (eds.) Out-of-box Leadership Challenges for the 21st Century
Army, 179-194.
Burt, R. (2004). Structural holes and good ideas. American Journal of Sociology.
110(2), 349-399.
Burt, R. (2005). Brokerage and Closure. London: Oxford University press.
Burt, R. and Ronchi, D. (2007). Teaching Executives to See Social Capital:
Results from a Field Experiment. Social Science Research, 36(3), 1156-1183.
Casciaro, Tiziana and Miguel Sousa Lobo, “Competent Jerks, Lovable Fools, and
the Formation of Social Networks,” Harvard Business Review, June 2005, pp. 92-99.
Cialdini, Robert. Influence: Science and Practice. Boston, MA : Allyn and Bacon,
2001.
Cross, Rob, Nitin Nohria & Andrew Parker, “Six Myths About Informal Networks
— and How To Overcome Them,” MIT Sloan Management Review, Spring 2002, Vol. 43,
No. 3, pp.66-75.

Bibliography (cont’d)
Cross, Rob, Stephen P Borgatti, Andrew Parker. (2002). A bird’s-eye view: Using
social network analysis to improve knowledge creation and sharing. IBM Institute for
Knowledge-Based Organizations. Retrieved August 22, 2008, from http://www.ibm.com.
Cross, Rob, Stephen P Borgatti, Andrew Parker. (2002). Making invisible work
visible: Using social network analysis to support strategic collaboration. California
Management Review, 44(2), 25-46. Retrieved August 22, 2008, from ABI/INFORM
Complete database. (Document ID: 110636653).
Granovetter, Mark S., “The Strength of Weak Ties,” American Journal of
Sociology, Volume 78, Issue 6 (May, 1973), 1360-1380.
Hanneman, Robert A. and Mark Riddle. (2005). Introduction to Social Network
Methods. Retrieved March 20, 2008, from the University of California, Riverside Web
site: http://faculty.ucr.edu/~hanneman/ [free online manual for social network analysis]
Hoppe, Bruce and Claire Reinelt, “Social Network Analysis and the Evaluation
of Leadership Networks,” Draft submission to Leadership Quarterly, January 19, 2009.


Bibliography (cont’d)
Kleiner, Art, “Karen Stephenson’s Quantum Theory of Trust,”
Strategy+Business, 4th Quarter, 2002.
Katz, Nancy, David Lazer. Building effective intra-organizational networks: The
role of teams. Working Paper. Center for Public Leadership. Retrieved August 22, 2008,
from hks.harvard.edu.
Krackhardt, David. (2006). Sample network questionnaire 2. Retrieved August
22, 2008, from http://www.andrew.cmu.edu.
Krackhardt, D. and Hanson, J. (1993). Informal Networks: The Company Behind
the Chart. Harvard Business Review. 71(4): 104-111.
Krebs, V. and Holley, J. (2002). Building Smart Communities through Network
Weaving. Retrieved April 30, 2007 from Orgnet.com:
http://www.orgnet.com/BuildingNetworks.pdf
Pfeffer, Jeffrey. Managing with Power: Politics and Influence in Organizations.
Boston, MA: Harvard Business School Press. 1992.


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