Transcript Document

Jamie Turner: Key
Lessons
•
•
•
•
How a lack of shared assumptions and expectations, if
not explicitly developed, can hinder effective
communication. The importance of seeing the forces
operating on the boss from the boss’s perspective.
How differences in personal managerial styles (e.g.,
Turner’s self-absorption; Cardullo’s conflict
avoidance/mercurial nature) can cause a subordinateboss relationship to degenerate.
To appreciate the importance of managing upwards
and laterally.
How to communicate: Don’t present litany of your
complaints; learn to appreciate the other’s perspective
Social Networks
Page
9 Bearman et. al. 2004
Source:
Small Worlds and The Oracle of
Kevin Bacon
Craig, Brian, and Turtle, boozey
undergrads at Allbright College, in PA:
Is Kevin Bacon at the center of the
Hollywood universe (about 800,000
actors)?
400000
350000
300000
250000
200000
Series1
150000
Series2
100000
50000
Kevin Bacon at center of Hollywood?
0
1
2
3
4
5
6
7
S2
S1
8
9
Bacon number: 2.946
Connery number: 2.731
bacon number
Steiger, Rod: 2.67
Lee, Christopher: 2.68
Sutherland, Donald: 2.70
http://www.cs.virginia.edu/oracle/
# of actors
0
1
1
1806
2
145024
3
395126
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95497
5
7451
6
933
7
106
8
13
Small Worlds
In a highly clustered, ordered
network, a single random
connection will create a shortcut
that lowers L dramatically
Software
O'Hara (SVP)
Field Design
Calder (SVP)
Leers
(CEO)
Communication
s Technologies
Data Control
Systems
Lang (SVP)
Stern (SVP)
Harris
Muller
Huttle
Stewart
Benson
Jules
Atkins
Ruiz
Fleming
Baker
Kibler
Church
Daven
Martin
Thomas
Lee
Zanado
Bair
Wilson
Swinney
Carlson
Hoberman
Fiola
Krackhardt & Hanson, 1993
Assess Your Intelligence System
1=Not at All; 5=Very Much
•
Do you feel you tend to be “in the know”? Do you find out quickly about key
decisions, activities, events?
•
Are you relatively central or marginal within the informal communication
network in your work group?
•
Do you have personal contacts in a wide range of groups?
•
Do you actively share information with superiors, subordinates, peers?
•
Do you maintain ties with work related/professional contacts?
•
Do you know and talk regularly to peers within your workgroup?
•
Are you well connected to your formal workgroup leader?
© Michael E.
Wasserman, 2010
15
Allen & Henn, 2007
The Advice Network Reveals the
Experts
Krackhardt & Hanson, 1993
But When it Comes to Trust…
Krackhardt & Hanson, 1993
How the CEO Views the Trust Network
Krackhardt & Hanson, 1993
Who are the key players in a
network?
Note: each node in network is a
person; lines represent regular work-related
communication (but could represent other
relations, such as trust, advice, and so on)
Source: Steve Borgatti
Example # 1
Trust ties in a Global Consulting Firm
•
Major change initiative is planned. Which small set of employees
should we select for intensive indoctrination? in hopes they will diffuse
positive attitude/knowledge to others
DB
K
1
2
3
4
5
6
7
8
9
%
31
53
72
81
84
91
94
97
100
KP-Set
{KR}
{BM,BS}
{BM,BS,NP}
{BM,BS,DI,NP}
{BM,BS,DI,KR,NP}
{BM,BS,DI,HB,KR,TO}
{BM,BS,BS2,DI,HB,PS,TO}
{BM,BS,BS2,CD,DI,HB,PS, TO}
{BM,BS,BW,BS2,CD,DI,HB,PS,TO}
- Trust ties among
employees
GS
BW
KA
DI
PH
BM
MJ
HA
SR
LK
HS
PS
KR
80
WS
60
HB
WD
120
100
TO
WL
CR
BR
BS
GM
BS
CD
NP
SF
EE
40
20
JE
Network influenceability
y = 31.592Ln(x) + 33.174
R2 = 0.987
0
0
2
4
6
8
10
{BS,BM,NP}
BS
LR
© 2005 Steve Borgatti
Data from: Cross, R., Parker, A., & Borgatti, S.P. 2002. Making Invisible Work Visible: Using
Social Network Analysis to Support Strategic Collaboration. California Management Review.
MG
Network Theory
Goals 
Mechanisms
Performance
Homogeneity
Connectionist
(pipes)
Resources flow
through ties
Influence &
transmission
Cognitivist
(prisms)
e.g., Association
with high status
others
Pygmalion
effects
Structuralist
(girders)
Occupying
exploitable
positions
Substitutability
& competition
Source: Borgatti et al. 2009
Questions that a network study
would help address
– What is the current state of actual interpersonal
collaboration/coordination across members of different units?
– Who are the “key players” in the emergent network of
collaboration/coordination?
•
•
•
•
•
Who are the bridges between units?
Who are the central figures within a given unit?
Who are the marginal figures?
Who are the bottlenecks in the flow of information/collaboration?
How is the intended structure different from the emergent one, and what
can be done to “fix” the problem?
– How is the network changing over time?
Source: Borgatti, 2014
HR CHALLENGES
SNA TOOLS
Recruitment
** area to be developed **
Executive Coaching
• Helping exec work with the informal
network
Network elicitation; visualization
algorithms; social capital audit
Succession Planning
• Promotability
• Selecting task leader
Centrality measures
Retention Planning
• Retaining key people
• Transferring retiring skills
Centrality-Stake alignment
Elicitation + buddying
Organizational Change
• Seeding influentials
KeyPlayer algorithms
Post-Merger Integration
• Tracking integration & identifying holes
Density tables
Location Planning
• Whose office should be close to
whom’s?
Density tables
HR Assessment
All of the above
Source: Borgatti, 2014
Social Media Networks
Source: Kane, Alavi, Labianca, and Borgatti, 2
FORMAL NETWORK STRUCTURE IN SALES DIVISION OF INSURANCE FIRM
B
C
A
Supervisors
Sales Unit Leaders
Sales Reps in a Sales Unit
D
Page 27
Mehra et al., 2006, Org. Sci.
Page 28
Krackhardt’s “Kite Network”:
Which Position is Best (and why)?
Centrality Measures for the preceding “Kite Network”
1
2
3
4
Degree Closeness Betweenness Eigenvector
------------ ------------ ------------ -----------1A
33.333
50.000
0.000
40.423
2B
44.444
52.941
2.315
49.810
3C
44.444
52.941
2.315
49.810
4D
33.333
50.000
0.000
40.423
5E
66.667
60.000
10.185
68.027
6F
55.556
64.286
23.148
56.242
7G
55.556
64.286
23.148
56.242
8H
33.333
60.000
38.889
27.699
9I
22.222
42.857
22.222
6.799
10 J
11.111
31.034
0.000
1.579
For the formulas used to compute these centrality measures,
see: http://en.wikipedia.org/wiki/Centrality [I won’t ask for
Formulas on the exam]
Determinants of Power at Work
Sources of positional power:
•Formal authority – position in hierarchy and prescribed responsibilities
•Relevance – relationship between task and organizational objectives
•Centrality – position in key networks
•Autonomy – amount of discretion in a position
•Visibility – degree to which performance can be seen by others
Sources of personal power:
•Expertise – relevant knowledge and skills
•Track record – relevant experience
•Attractiveness – attributes that others find appealing and identify with
•Effort – expenditure of time and energy
©Whetton and Cameron, Developing Management Skills: Gaining Power and Influence, New York, Harper Collins
Publishers 1993
Are Networks A Source of
Power?
Note: Next nine slides are adapted from a
case study written by Valdis Krebs
The Leaders Collaborate
When the leaders collaborate,
each loses some power … because
of less constrained info. flow
Subordinates bridge…
and gain power… leaders
lose some power
Subordinates Forms Tie with
Leader of Other Group
Leader 10 gains power; leader 15 loses power
Subordinate 16 gains power; 11/12/13 gain
some power because their leader is now more
powerful
When Subordinates Seize
Power
People connect with 16 because of reputation
as a bridge/broker (the rich get richer). 16 now more powerful than her boss. 16 lets
tie to 14 lapse…
Power Struggle Ensues…
Boss 15 cuts tie to Boss 10… making 16
even more powerful!
Emergent Network
(grey ties formal; purple informal)
Who is more
powerful? 10 or
16? Why?
What if 16 builds Intra-Group
Ties Instead?
15 and 16
are
“structurally
equivalent”
But When Everyone is
Connected…
Everyone in Group
B is equally
powerful
The Power of Informal Brokers
When The Leaders Connect…
Greater dispersion of
power…
Assessing Your Personal
Network
What kind of Network is ideal?
• What are you trying to do?
– Size
– Composition/Diversity/Range
– Structure
•
•
•
•
•
Challenges in seeing holes
Challenges in plugging holes
Reputation deficits
The vision advantage
Like over-the-horizon radar
The Network You Need
• Whose cooperation do I need?
• Whose compliance do I need?
• Whose opposition can thwart my work plans?
• Who needs my cooperation and compliance?
© Michael E.
Wasserman, 2010
47
The Network Your Group Needs
• What information is critical to your group’s performance
(internally/externally)?
 Who are the groups/people your group needs connections to for this information?
• What are the main uncertainties, threats, and opportunities your
group faces (internally/externally)?
 Who are the groups/people your group needs connections to for this information?
• Where is your group in the (internal/external) flow of information?
 Who are the groups/people your group needs connections to for this information?
48
The Networking Landscape
Internal
External
Peers
Subordinates
Superiors
Your connection to:
Suppliers
Customers
Stake holders
- Government officials
- Judges; Lawyers; Police
- Content Experts
- Leaders at other labs
Teams
Departments/Divisions
Your groups’ connections to:
Suppliers
Customers
Stake holders
- Government officials
- Judges; Lawyers; Police
- Content Experts
- Leaders at other labs
InterPersonal
InterGroup
© Michael E.
Wasserman, 2010
49
Changing/Maintaining Networks
•
•
•
•
Homophily
Contact hypothesis
Propinquity
It’s a small world
• The power of role modelling
• Find reasons for interacting (common tasks,
shared purpose, personal passions)
• Make time: this is work
Managing your Network Portfolio
Current Contact Invest
© Michael E.
Wasserman, 2010
Hold
Divest
51
What Influences Tie Formation?
•
•
•
•
•
Self-similarity: the homophily principle
Proximity
Shared activities?
Social identity
From Cialdini: Reciprocity/symmetry; and
from Heider, transitivity/cognitive
dissonance (friends of friends)
• Embedded ties persist longer
Uzzi and Dunlap:
Social Capital at Work
•
Social capital exists “where people have an advantage because of their
location in social structure”
– Private information; access to diverse skill sets and ways of thinking;
power (getting things done); professional growth
* Early career: Operational skills and what you can accomplish independently.
* Later career: Ability to develop effective relationships with key people.
Typical concerns:
- Insincere; manipulative; not “real” work
Questions:
- What factors influence the network you have?
- What is the network you need to have?
- How can you build that network?
Similarity and Liking
Friendship Network at an Ivy League
University in 1988
Practical Tips for Managing Your Personal Network
– Share information that benefits the other; do a favor.
• “I wouldn’t be caught dead joining any club that would have me as a member”
Marx, Groucho
–
–
–
–
–
–
–
–
Engineer serendipity: e.g., breakfast meetings
Reactivate some dormant ties– just lunch?
Look for bridging roles and positions
Leverage others’ ties (“Soul of a new machine”): hitch your network to
theirs
Identify keyplayers in informal and formal structure and nurture those
roles/ties
Keep your “enemies” close: invite key “customers”/”suppliers” to
informal meeting/event
Cultivate contacts before you need them
Attend conferences: keep up your external ties
57
Practical Tips for Managing Your Group’s
Network
• Manage identity/manage similarity
– Birds of a feather…
• The power of numbers
• Perceptions of similarity can be shaped
•
•
•
•
Use physical location to anticipate and manage ties
Create joint-tasks
Empower people to pool social capital
Share leadership
58
What you can do now
• Start informal breakfast meetings– food is
crucial. Extend casual invitations to chat
about things
• Reactivate one or two of your previous
contacts. Extend an invitation or just stop
by to chat
• Share information with a subordinate:
creates a virtuous circle.
• Who are the information bridges internally
59
and externally?
Managing your Network Portfolio
Current
Contact
Invest
Hold
60
Divest
Managing your Network Portfolio
Build New Contacts
Maintain or Deepen
Current Contacts
Leverage Current
Contacts
Extract value from a
Divest from Current
Contacts
Reduce the intensity or
relationship
frequency with which you
connect
61
Resources
•
•
•
•
•
•
•
•
•
•
Leadership: Online Resource:
http://changingminds.org/disciplines/leadership/theories/leadership_theories.htm
Tracy Kidder’s “Soul of a new machine.”
Social Networks:
Download and install UCINET (version 6.29) from:
http://www.analytictech.com/downloaduc6.htm
Malcolm Gladwell’s “The Tipping Point”
Alber-Laszlo Barabasi’s “Linked: How everything is connected to everything else and
what it means”
Cross, R. & Parker, A. “The hidden power of social networks: Understanding how
work really gets done in organizations.”
More specialized books on social networks:
http://www.insna.org/INSNA/books_inf.html
Link to INSNA: http://www.sfu.ca/~insna/
Social Networks Analysis for Newbies
Thanks!
Questions?
63
TWO CONTRASTING PERSPECTIVES ON THE STUDY OF SOCIAL (NETWORK) STRUCTURE
Emile Durkheim
Social facts: The importance of
external forces… the constraining
nature of social facts
Max Weber
The meaning behind the action… the
interpretation of action
64
Epictetus
Men [and presumably women] are influenced
not by things but by their thoughts of things…
65
Reality and Perception
Networks lead a double-life as both reality and perception
Fritz
Heider
Theodore Mead
Newcomb
David
Krackhardt
Defining Real (Friendship) Ties
Real Directed Tie
Perceived Tie
STEP
1:
IF
Real Undirected
Tie
THE
Locally Aggregated
N Structure (LAS)
from Intersection Rule (Krackhardt,
1986)
STEP
2:
IF
THE
SymmetrizationN
Defining Perceived (Friendship) Ties
Perceived Directed Tie
Perceived Undirected
Tie
IF
THE
N
Symmetrization
Ties: Real, Imagined, Unseen
Existing Tie
Perceived
Tie
Not
Perceived
Tie
Non-Existing
Tie
Accurately Perceived
Tie
Imagined Tie
Unseen Tie
Absent and unknown
or Correctly seen as
absent
Jacob Moreno
Figures from
Imaginary Worlds: Using Visual Network
Scales to Capture Perceptions of Social
Networks
in Research in the Sociology of
Organizations: Contemporary Perspectives
on Organizational Social Networks
Citation: Mehra, A., Borgatti, S., Soltis, S., Floyd, T., Ofem, B., Kidwell, V., and Halgin, D. (Forthcoming). Imaginary Worlds: Using
Visual Network Scales to Capture Perceptions of Social Networks. In S. Borgatti, D. Brass, D. Halgin, G. Labianca & A. Mehra (Eds.),
Research in the Sociology of Organizations: Contemporary Perspectives on Organizational Social Networks. Emerald Group Publishing Ltd.
Figure 1 Explaining Network Images
In this section of the questionnaire, we ask about your perceptions of the overall
pattern of close friendships in [the organization]. As you are probably aware, we can
represent the structure of close friendships in [the organization] as a network in
which a small circle is used to represent a person, and a line between two circles
indicates that those two people are close friends. Here is a made-up example to
illustrate what we mean:
Figure 2 Explaining Personal Network Images
In this section, we are going to show you some stylized pictures of your personal network of
close friendships in [the organization]. By personal network we mean the set of relations
among you, your close friends, and the relations among your close friends. In each diagram,
the larger circle in the center is you; the other circles represent your close friends, and the
lines between the circles represent close friendships. Please take a look at the pictures and
their verbal descriptions, and then tell us which network YOU think looks most like your
personal network of close friends in [the organization].
Figure 3 Perception of Ego Network Density
This question focuses on your perceptions of the degree of interconnectedness among your
close friends in [the organization].
In your opinion, which of the network diagrams below best approximates the degree of
interconnectedness in your personal network of close friendships in [the organization]? Please make
your selection by clicking one of the pictures below. Please select one choice.
1. None of my friends are
friends with each other
2. A few of my friends
are friends with each other
4. Most of my friends are
friends with each other
3. About half of my
friends are friends with
each other
5. All of my friends are
friends with each other
Figure 4 Perception of Ego Network Bridging
In the diagram below, there are two groups/cliques of people. The large circle that connects the two
groups/cliques can be thought of as a bridge.
Using the scale below, please rate the extent to which you think you occupy a bridging position in your
personal network of close friendships in [the organization]-- i.e., the extent to which, like the "you
circle," you are close friends with groups that otherwise lack close friendship relations with each other.
1: I do not occupy any bridging positions
2
3
4
5: I occupy many bridging positions
Figure 5 Perception of Ego Network Reach
Some of your close friends may have few other close friends (pictured on the left) while other of your
close friends might have many close friends (pictured on the right).
In your opinion, which of the network diagrams below best approximates your personal network of
close friendships in [the organization]? Please make your selection by clicking one of the pictures
below. Please select one choice.
1. My friends have few
close friends
2. My friends have some
close friends
3. My friends have many
close friends
Perception of Ego Network Reach – 1 to 5 option
In your opinion, which of the network diagrams below best approximates your personal network
of close friendships in [the organization]? Please make your selection by clicking one of the
pictures below. Please select one choice.
1. My close friends have very few
close friends
2. My close friends have some close
friends
4. My close friends have a relatively
large number of close friends
3. My close friends have a moderate
number of close friends
5. My close friends have a very large
number of close friends
Figure 6 Perception of Whole Network Density
This question focuses on your perceptions of the degree of interconnectedness of close
friendships within [the organization]. The more interconnected the network, the more dense the
pattern of relations within the network is.
In your opinion, which of the network diagrams below best approximates the density of the network
of close friendships in [the organization] as a whole. Please make your selection by clicking one of
the pictures below. Please select one choice.
1: Very low network density
2: Low network density
4: Relatively high network density
3: Moderate network density
5: Very high network density
Figure 7 Perceived Structure of Whole Network
In this part of the questionnaire, you will be asked to indicate how you see the overall network structure among
[people in the organization].
There are four diagrams below.
(A) Core-periphery: in this network, there is a core of well-connected people, and most people are on the poorly
connected margins of the network.
(B) Clique structure: this is a network composed of distinct cliques; members of a clique have lots of ties to each
other and very few ties to people outside their own clique.
(C) Sparse network: this is a sparsely connected network; members have ties to only a few of the many people in
the network.
(D) Dense network: this is a densely connected network; people have many ties to each other.
Please rank the four diagrams representing the overall structure of the friendship network by using numbers 1, 2,
3, and 4 (meaning: 1 = most likely to 4 = most unlikely).
Rank:
Rank:
Rank:
Rank:
Figure 8 Perceived Changes in Density in Personal Network
In this section, we ask you for your perceptions of the changes in your network of close friends in
[the organization].
This question focuses on your perceptions of CHANGES in the degree of interconnectedness among
your close friends in [the organization].
The network diagram on the left represents a personal network with NO interconnectedness. The
network diagram on the right represents a personal network that is completely interconnected.
Using the scale below, please choose the answer that best represents your perception of how your
network has changed since last year at this time.
1. My network has
become much less
connected. There are
far fewer
interconnections than
last year.
2
3. My network has
remained about the
same. The number of
interconnections is
very similar to last
year.
4
5. My network has
become much more
connected. There are
far more
interconnections than
last year.
Figure 9 Perceived Change in Bridging in Personal Network
This question focuses on your perceptions of the CHANGE in the number of bridging positions you
occupy among your close friends in [the organization].
In the diagram below, there are two groups/cliques of people. The large circle that connects the two
groups/cliques can be thought of as a bridge.
Using the scale below, please choose the answer that best represents how the number of bridging
positions you occupy among your close friends in [the organization] has changed since last year at
this time.
1. I occupy far fewer
bridging positions
among my close
friends in [the
organization].
2
3. The number of
bridging positions I
occupy has remained
about the same.
4
5. I occupy many
more bridging
positions among my
close friends in [the
organization].
Figure 10 Perception of Change in Network Position
This question focuses on your perceptions of CHANGES in your position in the network of close
friends in [the organization].
The network diagram on the left represents a person on the periphery of the network. This person has
close friends who themselves are not connected to many others. The network diagram on the right
represents a person in the center of the network. This person has close friends who themselves are
connected to many others.
You
You
Using the scale below, please choose the answer that best represents your perception of how your
position in the organization’s network has changed since last year at this time.
1. I have moved
more towards the
periphery of the
network.
2
3. My position in the
network has
remained about the
same.
4
5. I have moved
more towards the
center of the
network.
Figure 11 Perception of Change in Whole Network Density
This question focuses on your perceptions of changes in the density of the overall network of
personal friendships in [the organization].
Since last year this time, would you say that the overall network of personal friendships in the
organization has become:
1. A lot less
dense
2. A little less
dense
3. Relatively
unchanged in
terms of
density
4. A little
more dense
5. A lot more
dense
Figure 12 Retrospective Perceptions of Friendship Tie Trajectories
Consider your relationships with your close friends. The way that each relationship progressed over time may be
different from the others. You may have shared an instant bond with some friends, while for others, the friendship
developed slowly over time.
The images below represent different ways that relationships may progress over time. The horizontal axis represents
the passage of time. The vertical axis represents the status of the relationship and ranges from Strong Like at the top
to Strong Dislike on the bottom.
Please enter FIVE of your close friends and select the image that best depicts the way that your friendship with each
person has progressed over time.
Figure 13 Prospective Perceptions of Friendship Tie Trajectories
As you approach your graduation from [the university], there is a possibility that you will move away from your close
friends. Imagine that after graduation, you move more than 100 miles away from each of the close friends listed
below.
Then, for each friend you named, please select the image that best depicts the way you expect the friendship will
progress or change AFTER the move.
Figure 14 Preference for Dense Networks
This question focuses on the degree of interconnectedness between a person and his or her close
friends.
If this were your network, which diagram represents the degree of interconnectedness that you
would prefer?
Figure 15 Preference for Bridging Positions
Using the scale below, please rate the extent to which you would prefer to occupy gobetween positions in your personal networks. i.e., the extent to which, like the "you circle,"
you would prefer to have close friendships with people in groups that otherwise lack close
friendship relations with each other.
1 - I would
prefer not to
occupy any gobetween
positions
2
3
4
5 - I would
prefer to occupy
many gobetween
positions
Figure 16 Preference for Network Reach
This question focuses on the extent to which a person's close friends have many other close
friends, or how well-connected the principal person's close friends are.
If this were your network, which diagram represents how connected you would prefer your
close friends to be?
Figure 17 Approach to Transforming Networks
People might occupy go-between positions for many different reasons. Sometimes, a
person acts as a go-between for two other people simply because the two others do not
know each other. Sometimes, a person acts as a go-between for two other people because
the two others actively dislike each other.
The below image represents a person acting as a go-between for two others who do not
know each other. Please think of times when you found yourself in this position.
When you found yourself in this position, what has been your typical reaction?
I did not attempt to change things
I tried to arrange for the two people to meet
I dropped one of the two people as a friend