Revision of Previous Show on SNA and Introduction to Tools
The Language of Networks
Introduction to Social Network Analysis/ Cases
Tools for Analyzing social networks, including graphing Facebook, LinkedIn, and Twitter networks
Call Girls Zirakpur👧 Book Now📱7837612180 📞👉Call Girl Service In Zirakpur No A...
Social networks for managers
1. Social Networks for Managers
Patti Anklam
Willamette University
March 4, 2014
2. I’ve become convinced that understanding
how networks work is an essential 21st
century literacy.
Howard Rheingold
3. Agenda
Social Network Analysis
―The language of networks
―Networks in organizations
Overview of Tools and
Technologies
Social Networks for Managers
3
5. Networks Matter
• We live in networks all the time: communities, organizations, teams
• The complexity of work in today’s
world is such that no one can
understand – let alone complete – a
task alone
– Individual-individual
– Team-team
– Company-company
– Eco-system to eco-system
• Strong networks are correlated with health:
– People with stronger personal networks are more productive, happier,
and better performers
– Companies who know how to manage alliances are more flexible,
adaptive and resilient
– Our personal health and well-being is often tied to our social networks
Social Networks for Managers
5
6. Structure Matters
• There is science to support the
understanding of network
structure
• The structure of a network
provides insights into how the
network “works”
• Once you understand the
structure, you can make
decisions about how to
manage the network’s context
• Network analysis tools help
you understand the structure
6
Social Networks for Managers
7. The Importance of Understanding Networks
“Teaching executives to see social capital” http://faculty.chicagobooth.edu/ronald.burt/research/files/TESSC.pdf (2006)
Social Networks for Managers
7
8. The new science of networks
• Beginning in the 1990’s computer
science made it possible to map and
analyze large social networks.
• Insights
became
accessible to
the public.
2009
2004
2003
2009
2002
2002
2005
2002
Social Networks for Managers
• By 2009, network
science and analysis
are accepted practice
in science and
management
2004
8
9. Meanwhile…
• …by 2013 we started to see a lot of interest in accessing our
public personas to understand networks
“big data
mindset”
Social Networks for Managers
9
10. But it still all comes down to 0s and 1s
Node
• A network is a collection of entities
linked by a type of relationship
• So we can applying network
concepts in many contexts:
Tie
– People-groups-organizations
– Use of information artifacts
– Ideas & issues
10
Social Networks for Managers
11. Rob Cross’s Classic Case
From: The Organizational Network Fieldbook, Rob Cross et al, Jossey-Bass 2010
Social Networks for Managers
11
12. A Classic Case
From: The Organizational Network Fieldbook, Rob Cross et al, Jossey-Bass 2010
Social Networks for Managers
12
13. A Classic Case
From: The Organizational Network Fieldbook, Rob Cross et al, Jossey-Bass 2010
Social Networks for Managers
From: The Hidden Power of Social Networks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
13
14. A Classic Case
From: The Organizational Network Fieldbook, Rob Cross et al, Jossey-Bass 2010
Social Networks for Managers
14
15. A Classic Case
From: The Organizational Network Fieldbook, Rob Cross et al, Jossey-Bass 2010
Social Networks for Managers
15
16. It’s all about Questions
Patterns provide
insights that provoke
good questions.
Full stop.
Social Networks for Managers
16
17. Network Analysis in Organizations
Why managers should be interested:
Management Practice
Examples (Short List)
Leadership Development
Personal Leadership
Succession Planning
Innovation
Identify energy sources
Bridge boundaries
Knowledge management
Expertise location
Communities of practice
Improving information flow
Organizational Change and
Development
Change management
Mergers and acquisition
Talent Management
Positioning people in roles
Professional network development
Organizational Performance
Team building
Social Networks for Managers
17
18. The Crux of the Analysis: The Questions
Problem (Examples)
Relationships of Interest
• Improve collaboration
• Finding connectors and
influencers in organizations and
communities
• Leadership development
• Performance benchmarking
• Integration of units following
merger/acquisition
•
•
•
•
•
•
•
Access to expertise
Innovative capacity
Collaborative capacity
Ease of knowledge flow
Decision-making and task flow
Innovation potential
Energy
Shares new ideas with
Works closely with
Social Networks for Managers
Knows expertise of
Seeks help for problem-solving
19. The Unit of Analysis: The Relationship
19
Social Networks for Managers
20. …and the demographics that govern them
• We collect as much information
about the attributes of the
people in the network*
– Organizational unit
– Job title/role
– Location
– Expertise
– Job level
– Age
– Gender
*within the bounds of what is legal and appropriate
Social Networks for Managers
20
21. Different Questions, Different Maps
“I interact with this person somewhat
frequently”
“I understand this person’s knowledge and
skills “ (Agree or Strongly Agree)
21
Social Networks for Managers
22. More Terminology
• Direction
– If ties are directed, it matters which
way they go.
Directed ties
– If it doesn’t matter, they are undirected
– When ties are directed, sometimes
reciprocity matters
• Degree
– The number of ties each node has is its
degree
Undirected ties
– If ties are directed, then the node will
have an in-degree and an out-degree
– If ties are undirected, then the node
has simply a degree
Social Networks for Managers
22
23. California Computer
CEO Leers must choose someone to lead a strategic task force.
Leers
CEO
O'Hara
S/W Applications
Calder
Field Design
Lang
ICT
Stern
Data Control
Bair
Harris
Muller
Huttle
Stewart
Benson
Jules
Atkins
Ruiz
Fleming
Baker
Kibler
Church
Daven
Martin
Thomas
Lee
Zanados
Wilson
Swinney
Huberman
Fiola
Social Networks for Managers
From “Informal Networks: The Company”
David Krackhardt and Jeffrey R. Hanson
HBR, 1993
23
24. California Computer
CEO Leers must choose someone to lead a strategic task force.
Leers
CEO
O'Hara
S/W Applications
Calder
Field Design
Lang
ICT
Stern
Data Control
Bair
Harris
Muller
Huttle
Stewart
Benson
Jules
Atkins
Ruiz
Fleming
Baker
Kibler
Church
Daven
Martin
Thomas
Lee
Zanados
Wilson
Swinney
Huberman
Fiola
Social Networks for Managers
From “Informal Networks: The Company”
David Krackhardt and Jeffrey R. Hanson
HBR, 1993
24
25. Was Harris a Good Choice?
Whom do you
go to for help
or advice?
CEO
Software Applications
Field Design
ICT
Data Control Systems
25
Social Networks for Managers
26. The Question of Trust
Whom would
you trust to
keep in
confidence
your concerns
about a workrelated issue?
26
Social Networks for Managers
27. The Question of Trust
Whom would
you trust to
keep in
confidence
your concerns
about a workrelated issue?
27
Social Networks for Managers
28. Network Analysis Also Provides Metrics
Structural Metrics
• Look at the whole network
and its components
Centrality Metrics
• Look at positions of
individuals in the network
28
Social Networks for Managers
29. Structural Metrics
Look at the whole network and its components
• Common measures:
–Density of interactions
–Average degree of separation
–Cross-group or cross-organization
connectivity
• Good for comparing questions,
groups within networks or for
comparing changes in a network
over time
29
Social Networks for Managers
30. Interpreting Results
“I interact with this person twice a month
or more”
Density: 11%
Distance: 2.7
I understand this person’s knowledge and
skills (Agree or Strongly Agree)
Density: 28%
Distance: 1.8
30
Social Networks for Managers
31. How the Metrics Enhance the Maps
Year
#
Density
2009
55
2.2%
1.2
2010
90
2.7%
2.4
2011
85
5.3%
4.5
2012
82
8%
6.88
2011
Avg #
ties
2010
2009
2012
31
Social Networks for Managers
32. Centrality Metrics
Look at positions of individuals in the network
• Common measures:
– Number of connections (degrees)
– Frequency of occurrence on paths between others
– Diversity of connections
– Quality of connections
• Good for identifying people who are well positioned to influence
the network or to move information around
The people with the most connections are not necessarily the most influential!
32
Social Networks for Managers
33. Identifying Key People
Who are the people who are best positioned to move information through the network?
In-degree: 11
Betweenness: 469
In-degree: 16
Betweenness: 1125
In-degree: 5
Betweenness: 586
In-degree: 9
Betweenness: 415
Social Networks for Managers
33
34. Which Technology Scout is Most Successful?
Social Networks for Managers
It's Whom You Know Not What You Know: A Social Network Analysis Approach to
Talent Management, Eoin Whelan, SSRN: http://ssrn.com/abstract=1694453
34
35. The Importance of Diversity
People who live in the intersection of social
worlds are at higher risk of having good ideas. –
Ron Burt
Social Networks for Managers
35
36. Detecting Diversity
• Who is more likely to have
access to new ideas?
– Tom
– Marion
• Why?
Social Networks for Managers
36
37. Organizational Interventions
Ways to change patterns in
networks
Practices from the KM Repertoire
Create more connections
Make introductions through meetings and webinars, face-to-face events
(like knowledge fairs); implement social software or social network
referral software; social network stimulation
Increase the flow of knowledge
Establish collaborative workspaces, install instant messaging systems,
make existing knowledge bases more accessible and usable
Discover connections
Implement expertise location and/or; discovery systems; social
software; social networking applications
Decentralize
Social software; blogs, wikis; shift knowledge to the edge
Connect disconnected clusters
Establish knowledge brokering roles; expand communication channels
Create more trusted relationships
Assign people to work on projects together
Alter the behavior of individual nodes
Create awareness of the impact of an individual’s place in a network;
educate employees on personal knowledge networking
Increase diversity
Add nodes; connect and create networks; encourage people to bring
knowledge in from their networks in the world
Social Networks for Managers
37
38. Organizational Networks Summary
• The science of networks has brought insights into the structure
of organizational networks
• Organizational network analysis lets us map relationships that
reveal the informal networks through which work gets done
• Developing and sharing these maps helps organizations
improve collaborative capacity, overcome obstacles to
effective sharing, and redesign their work relationships
• Results are a guide to asking good questions and should never
be interpreted as an “answer”
38
Social Networks for Managers
42. What Sorts of Tools Are There?
Hands-on Tools
• Range in complexity of
function & cost
Social Media
Graph apps
• Let you access and map
your own network
Enterprise Analytics
• High-end measurement &
dashboards
Specialized assessment
instruments
• PNA (personal network
assessment) tool offers
individualized results
Social Networks for Managers
42
48. Short List of Resources for SNA/ONA Tools
http://tinyurl.com/SNA-ONA-Tools
48
Social Networks for Managers
49. On the Internet, What’s in a Tie?
• Social network platforms:
– A Facebook Friend
– A LinkedIn Connection
– A Twitter Following
• Social media content platforms:
– Likes, posts, replies, shares,
and uploads
– Mentions or “retweet”
#hashtags
Social Networks for Managers
49
50. Networks in Social Media
Analyzing Twitter networks with NodeXL: Broadcast Networks
1.
Krugman tweets a
link to an article
2.
There are a
number of
Tweeters who
publish links to
the article but
these are not
connected to
other Tweeters
3.
There are two
densely
interconnected
groups of people
who share the
link and discuss it
http://www.pewinternet.org/2014/02/20/mapping-twitter-topic-networks-from-polarized-crowds-to-community-clusters/
Social Networks for Managers
50
51. Enterprise Networks
Syndio Social Uses SNA to Build Management Dashboards
Highest social capital
Most favorable to change
Social Networks for Managers
51
53. Understanding Your Personal Network
Focus
Purpose
How to Develop
Operational
Getting work done
efficiently
Identify people who can
block or support a
project
Personal
Develop and maintain
professional skills and
reputation
Participate in
professional
associations, clubs, and
physical and online
communities
Strategic
Figure out and obtain
support for future
priorities and challenges
Identify lateral and
vertical relationships
outside your immediate
control
Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007
Social Networks for Managers
53
54. Who’s Connected into Different Parts of My Network?
Social Networks for Managers
54
57. The PNA (Personal Network Assessment)
Social Networks for Managers
57
58. Summary
• Social network analysis tools and methods are available to map
organizational, Internet, enterprise, and an individual’s personal network
• The tools matter less than the network mindset – and the understanding
that the structure of a network matters
Social Networks for Managers
58