SNA4OD

"To develop a complete mind, study the science of art, study the art of science. Learn how to see. Realize that everything connects to everything else. Leonardo Da Vinci

Presented by Ed Canela, PhD

Some social structures that we see!

Ran by organizations and people that we thought we see!

For years, this structure made us so ..secure! Made us feel we are in- charge! We were NOT

BUTreally, this is how the organizaIon gets things done!

Many interesIng stus happen in-between the

white spaces.

Results happen because of stuffs we dont see!

The connecIons between everyone: Personal Work OrganizaIon

Where work really gets done!

Network-centric models: the new world of work

Network Analysis Origins

Although antecedents lie in 1920s (Freeman 1996), Jacob L. Moreno pioneered social network analysis for his psychodrama therapy. He used sociomatrices and hand-drawn sociograms to display childrens likes and dislikes of classmates as directed graphs (digraphs).

VisualizaIon has been a key component of social network analyses from the beginning, proliferaIng into todays dazzling computer-based mulIdimensional displays (Freeman 2001)

Morenos sociomatrix

 displayed as a sociogram

What structure is evident in his arrangement of squares and circles?

Social Network Analysis (SNA)

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Modied from Knoke, Borga2

Todays organizations are social networks

Everything is connected by a series of 3es. If anyone thinks that the mesh of a net is an independent, isolated thing, he is mistaken. It is called a net because it is made up of a series of interconnected meshes, and each mesh has its place and responsibility in rela3on to the other meshes. -Buddha

It is

How we do work How we communicate How we get new ideas How we select our friends How we work in teams

SNA in OD: The PracIce

SNA is
A diagnostic method for collecting and analyzing data about the patterns of relationships among people in groups or organizations. It looks into an organizations network of relationships to: Improve knowledge, information and innovation flow; Build social capital Show the thought leaders and key information brokers (and bottlenecks); Target opportunities where increased knowledge flow will have the most impact on your bottom line. Establish learning organizations /communities It also: Provide visual and mathematical analysis Use community inputs Replicable 17

Modied from Valente

Social Network Analysis (SNA)

Seeing natural systems as networks
Molecules: network of kinds of atoms Brains: neural networks organisms: network of specialized cells Organizations: networks of jobs/ individuals Economies: networks of organizations Ecologies: networks of organisms Telephone, roads, internet, etc...

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Borga2

ApplicaIon of SNA:
Realizing 9/11 Al- Qaeda Network. Build a grass roots poliIcal campaign. Determine inuenIal journalists and analysts in the IT industry. Map execuIve's personal network based on email ows. Discover the network of Innovators in a regional economy. Analyze book selling paeerns to posiIon a new book and many more

The 9-11 Hijacker Network

SOURCE: Valdis Krebs http://www.orgnet.com/

OD: Viewing Organizations Today

Org-chart shows how authority ties should look but the digraph of actual advice-seeking can be restructured to reveal the real hierarchy!

SOURCE: Brandes, Raab and Wagner (2001): 21 http://www.inf.uni-konstanz.de/~brandes/publications/brw-envsd-01.pdf

Knoke

Why SNA in OD?

Unfortunately, the way work gets done if we followed the org chart

Why SNA in OD?

And how the work actually gets done?

Wirearchy is a dynamic two-way ow of power and authority based on: knowledge, trust, credibility, a focus on results enabled by interconnected people and technology" (Jon Husband, 1999)

Complete Network
Centrality

Borga2

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* Connectors: Wide social circles. They are the "hubs. Makes small worlds. Social glue: they spread messages. Mastered the "weak Ie"; friendly, yet casual social connecIon * Mavens: InformaIon specialists. Easily detect craps. Solves own problems by solving other's. Can start word-of-mouth epidemics. Teacher. Students. * Salesperson: CharismaIc with powerful negoIaIon skills. They exert "sok" rather than forceful inuence. Others, subconsciously imitate them. EmoIon is contagious.

Malcolm Gladwells Tipping Point

WATCHOUT!
Brokers
Coordinators (people who broker connecIons within the same group) Gatekeepers (people who broker connecIons between their own group and another) Liaisons (those who broker connecIons between 2 dierent groups)

Short distances Isolates

transmit informaIon accurately and fast, while long distances transmit slowly with distorIon possibiliIes. not integrated well and can either be untapped skills or a high likelihood of turnover.

Highly expert people

Not being uIlized appropriately.

OrganizaIonal subgroups or cliques

Can develop their own subcultures and negaIve aptudes toward other groups.

Social Business Design: humanising the enterprise

Sharing as a by-product of work - in the flow

In-the-flow: selfish route to collective benefit The intranet should be where work gets done Feeds and flow, not item-by-item publishing

Finding smarter ways to motivate people

How to tackle intrinsic motivation? Trust is cheaper than control Return on Attention (ROA)

Social Business: more than just collaboration

Today, our organizations depend on an unseen force

Effectiveness of an organization innovation, productivity and employee satisfaction hinges on the strength of the relationships of its people. The sum of the relationships among people, norms, values and shared meaning in an organization is its social capital. Social capital may be as important to the success of an organization as structural, customer and human capital. 37

ApplicaIons
Why is crime on the rise? CiIzens Study Money laundering Drug organizaIons Drug addicIon ProducIvity Crowd acIon InnovaIon Flat and Boss-less organizaIons And many, many more.

QUIZ: In a networked world, which is more important? CooperaIon or CollaboraIon?