How Social Networking is Changing How We Collaborate and Share Information
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The "social" factor in the way things really work and how we might think about it from discovery, strategic planning and design, execution, measurement and management. Presentation made at the Convurge Conference in June 2007.
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How Social Networking is Changing How We Collaborate and Share Information
- 1. How Social Networking is Changing How We Collaborate and Share Information Social Networks and Social Network Analysis Lynn Reyes IBM Corporation June 10, 2007
Hinweis der Redaktion
- What is SNA? A group The population being studied e.g. the senior leadership across divisions, a delivery team A set of nodes The actors. They could be people or organizations or countries Attributes Nodes have attributes, e.g. tenure, geographical location, business unit A set of links that connect the nodes Links can have strength -- strong ties and weak ties. Relationships Each network represents a type of relationship e.g. Communication, Trust, Awareness, Turns-to We sometimes refers to these relationships as instrumental (e.g. Turns-To) or affective (e.g. Trusts)
- A Social Network Analysis (SNA) is a set of methods and statistics that shows how people collaborate the current patterns of communication, information-sharing, decision-making and innovation within a particular organization or group The outcome of an SNA helps us to see where collaboration is breaking down, where talent and expertise could be better leveraged, where decisions are getting bogged down or where opportunities for innovation are being lost These data give us the picture we need to create a set of remedial actions for individuals, leaders and the enterprise to improve productivity, efficiency and innovation The importance of Social Network Analysis Trust is required for any institution to function Advances in communications technology have enabled a key pattern of social system development to play out in both the political and the corporate domains Recognizes the context and the community within which people discover, learn, share, make choices, work together Illuminates trust-based currencies (types of capital) that motivate, drive or influence behavior Social capital: Connections among individuals, communities and the networks and norms of reciprocity and trustworthiness that arise from them Confidence: Currency of government and other systems Ideas: Currency of innovation Social networks reveal opportunities to collaborate, problem-solve, respond, innovate, and function more effectively relevant to context or situation Surfaces unique voices and different points of view [so that government can readily identify the forefront emerging issues, ideas, passions, driving context; the receding tide before the tsunami hits] Social networks reveal opportunities to collaborate, problem-solve, respond, innovate, and function more effectively relevant to context or situation Where is collaboration is breaking down? Where could talent and expertise be better leveraged? Where are decisions getting bogged down or opportunities for innovation being lost? What is Social Network Analysis Basic concepts in Social Network Analysis Business value of Social Network Analysis
- High Performers Bridging positions in a network; especially bridging sub-groups, levels, functions, distance Rising stars go wrong The person becomes a bottleneck Relying too much on the formal structure Disconnected expert – doesn’t use relationships to overcome skill gaps Biased networker – too much reliance on similar people Surface networker – doesn’t form trusted relationships Chameleon – constantly changing instead of promoting alignment
- What are the characteristics of high performing teams Structure of team should fit the task High density communication to execute and coordinate on a task, but low density for innovation Bridging and bonding ties Strong and weak ties Connections with outside people for innovation
- Navigating the triple paradox Relationships with constituents Culture and measurement systems Roles that people and organizations play Networked governance and leadership models Business and economic models Policy
- Key questions What if these networks were visible? How could we enable, engage and leverage these networks to Define, focus and delivery “value”? Address and reconcile the Triple Paradox in the process? Given the socialization of information, how can we show / express that we’re making progress and that we’ve contributed meaningfully to the outcomes we share? Do the right things? Do things right? What does architecture have to do with it? How can we strike the balance between “elegant interactions and experiences” with “elegant design”?