leveraging social networks and social media for improved performance teigland
TRANSCRIPT
Leveraging Social Networks and Social Media for Improved Performance
Dr. Robin TeiglandStockholm School of Economicswww.knowledgenetworking.orgwww.slideshare.net/eteigland RobinTeigland
Dec 2013www.hhs.se
Who am I? (LinkedIn Inmaps)
2
SSE
IFL Exec Ed
Industry
Research Wharton
Stanford
McKinsey
Research
Today’s discussion
Background
Organizational network analysis
Personal network analysis
3
What most people think of when they hear “social networks”
4
Relationships
Image: Hinton 2007
We are all embedded in
networks
Image: http://info.data-scout.com/blog/bid/154938/Six-Degrees-of-Separation
7
Six degrees of separation- Milgram, 1967
Image: http://www.deliveringhappiness.com/on-six-degrees-of-separation/
A big bang in the information universe
2.7Blndaily comments and ”likes” on
500Mlndaily posts on
Twitter and Weibo combined
200kvideos uploaded to
YouTube daily
Image: http://en.wikipedia.org/wiki/Internet, Tomas Larsson, 2012
From six degrees to four degrees
9http://www.telegraph.co.uk/technology/facebook/8906693/Facebook-cuts-six-degrees-of-separation-to-four.html
Increasing focus on network science
10
Social Network Analysis (SNA)- well established today
Network applications appear in most social sciences− anthropology, management, public health, sociology,
economics
Studies span levels from individual to greater society
• personal social & health support systems
• children’s play groups, high school cliques
• neighboring behavior, community participation
• work teams, voluntary associations, social movements
• military combat platoons, terrorist cells
• corporate strategic alliances, board interlocks
• international relations: trade, aid, war & peace11Borgatti
What is a network?
A set of actors connected by ties
• Ties/Links−Knowledge, trust,
team, sit by, dislike, etc.
−Alliance, customer, investment, etc.
Tie
• Actors/Nodes−Individuals−Teams,
organizations, etc.
Actor
12
Social network analysis has a long history and is based on matrix algebra and graph
theory
13
http://en.wikipedia.org/wiki/Social_network
What is distinctive about SNA?
The phenomenon: What we study− Social relations among entities, conceptualized as
social network The methodology: How we study it
− Units of observation (cases) are dyads, not individual actors
− Variables are relations, not actor attributes− Dyadic, autocorrelated data require different
statistical methods The theory: How we understand it
− Model groups as networks− Theoretical constructs such as centrality, structural
equivalence, etc.− No single theory of everything but common
perspective14Borgatti
Hidden influence of social networks
15http://www.ted.com/talks/lang/en/nicholas_christakis_the_hidden_influence_of_social_networks.html
Happy peopleIn between peopleUnhappy people
Christakis & Fowler, 2011
”No one knows everything, everyone knows something,
all knowledge resides in humanity.”
networks
Adapted from Lévy 1997
Six degrees of separation
- Milgram, 1967
Image: Krebs
Even organizations are in networks
17Krebs, http://www.orgnet.com/netindustry.html
Internet industry: 1998-2001
Today’s discussion
Background
Organizational network analysis
Personal network analysis
18
What are they doing?
20
Where do individuals go for help with problems?
Co-located colleagues
IntranetNon-electronic
documents
Internalelectronicnetworks
Contacts inother officesF
irm b
ou
nd
aryExternal
electronicnetworks
Internet
Non-electronicdocuments
Othercontacts
??
Teigland 2003
Knowledge flows along existing pathways in organizations.
If we want to understand how to improve the flow of knowledge,
we need to understand those pathways.
Larry Prusak, Founder Institute for Knowledge
Management
22
Uncovering networks in an organization
Formal organization Informal organization
Teigland et al. 2005
What do you notice about the informal network?
23Cross, Introduction to organizational network analysis
Revealing the informal hierarchy
24Brandes, Raab and Wagner (2001)
Organization chart shows how authority ties should look…
… but digraph of actual advice-seeking …
… can be restructured to reveal “real” hierarchy!
Knoke
25
Myths about networks
I already know what is going on in my network
We can’t do much to help informal networks
To build networks, you have to communicate more
Adapted from Cross et al. 2002
26
Why are more social get-togethers and coffee breaks not the solution?
27
Myths and reality checks
I already know what is going on in my network Those who think they know their network
the best are usually the ones who know the least
We can’t do much to help informal networks Informal networks can be “managed”
through changing the organizational context
To build networks, you have to communicate more
Networks can be strategically developedAdapted from Cross et al. 2002
Organizational Network Analysis (ONA)
Diagnostic method for collecting, analyzing, and visualizing data about patterns of relationships among people in groups.
Provides view into network of relationships that enables leaders to…• improve flows of knowledge, information and
innovation • build social capital• acknowledge thought leaders and key
information brokers (and bottlenecks)• target opportunities where increased
knowledge flow will have most impact on bottom line
• establish a learning organization /community
28Modified from Valente
29
What positions are important in
Organizational Network Analysis (ONA)?
“Central connectors” within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
30
31
With which colleagues do you discuss everyday technical issues/work-related problems at least once a week?
Schenkel & Teigland 2011
Red=MaleBlue=Female
=Left org
32
With which colleagues do you discuss exciting new ideas and better ways of getting things done?
Schenkel & Teigland 2011
Red=MaleBlue=Female
=Left org
Individuals within a firm
Mattsson 2004
< 1 yr1-5 yrs
5-10 yrs10-15 yrs> 15 yrs
Time at firm
33
”Birds of a feather flock together”“Lika barn leka bäst”
People find similar people attractive and develop relations with people like
themselves
Our networks tend to be homogeneous
and not heterogeneousMarsden 1987, Burt 1990 34
Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
“Information brokers” between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
35
36
Proximal collaboration
When people are more than 50 feet apart, the likelihood of
them collaborating more than once a week is less than
10%.- Allen 1984
San Francisco
Stockholm
London
Brussels
Helsinki
MadridCopenhagen
“Peripheral specialists” between organizations
Teigland 1998
Otherfirms
Electroniccommunities
37
New ideas flow from outside
into organization
through informal networks
What happens to them after entering the organization?
38Whelan & Teigland 2010
Where does much of innovation start?
Individual network positions
39Anklam 2009
40
What structures are important in
Organizational Network Analysis (ONA)?
Complete network structure
Core/Periphery structure−Network consists of single
group (core) with hangers-on (periphery)
−Core connects to all−Periphery connects only to core−Short distances, good for
transmitting information−Identification with group as
whole
Clique structure−Multiple subgroups of factions−Identity with subgroup−Diversity of norms, belief
41Borgatti
42
What is the relationship between networks and
performance?
43
BA
Two individuals with the same number of contacts…
…but with very different access to resources
BA
44
Performance differs based on one’s network
Firm A
Lowon-time
HighCreative
Highon-time
Low creative
Teigland 2003
Highcreative
Virtualcommunity
Firm B
45
…..you “hire” his or her network.
When you hire someone,…
46
Network structure affects performance
47
Division 1 Division 2
Improved efficiency over time
Stagnant performance over
timeSchenkel & Teigland 2008
Two divisions within Sundlink (Öresund Bridge)
Knowledge sharing across client teams
48
Knowledge sharing across client teams
49
ONA Actions• Identify overly connected people
• Bridge invisible network silos
• Create awareness of distributed expertise
• Bring in peripheral players
ONA Results• 24% rise in customer satisfaction
• 66% reduced cost of poor quality
• 22% increase in new product revenue
• 10% improved operational productivity
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.
Brazil
Angola
Saudi Arabia
Canada
U.K.
Nigeria
U.S.Gulf ofMexico
Brazil
AngolaUK
Canada
Saudi Arabia
Nigeria
Significantly improved performance
Gulf ofMexico
Brazil
Angola
UK
Canada
Saudi Arabia
Nigeria
Gulf ofMexico
Brazil
Angola
UK
Canada
Saudi Arabia
Nigeria
Cross 2010
Comparing performance across firms
Teigland et al 2000 51
Networking activities recognized and rewarded at individual and unit levels
Management support for informal and formal networking activities across internal and external boundariesBest practice task groupPersonal initiatives
Extensive socialization: personnel rotation, cross-office teams, “open” office layout
A visionary organization − Clearly defined mission: ”To make technical contributions
for the advancement and welfare of humanity”− Supporting core values, e.g., teamwork, helpfulness− Company-wide goal of World’s Best Laboratory
Hewlett-Packard
Teigland et al 2000 52
53
“Managing” networks in your organization
Before After
Cross; Anklam & Welch 2005
1. Uncover networks
2. Analyze networks
3. Improve connectedness
54
Why are more social get-togethers and coffee breaks not the solution?
Informal networks in your organization
Reflect on your organization. −What informal network would you like to learn more
about?
What do you think this informal network looks like?−Who are the key players: central connectors,
information brokers, peripheral players?−What does the overarching network structure look
like: core/periphery, cliques, silos, isolates?
What do you think needs to be done to improve performance, e.g., knowledge flows?−How would you like to do this?
55
Organizational Network Analysis (ONA)
Diagnostic method for collecting, analyzing, and visualizing data about patterns of relationships among people in groups.
Provides view into network of relationships that enables leaders to…• improve flows of knowledge, information and
innovation • build social capital• acknowledge thought leaders and key
information brokers (and bottlenecks)• target opportunities where increased
knowledge flow will have most impact on bottom line
• establish a learning organization /community
56Modified from Valente
57http://nodexl.codeplex.com/
Some questions to ask
Communication: How often do you talk with the following people regarding (topic x)?
Information: Who do you typically seek work-related information from?
Problem-solving: Who do you typically turn to for help in thinking through a new or challenging problem?
Knowing: How well do you understand this person’s knowledge and skills?
Access: Who is generally accessible to you within a sufficient amount of time to help solve a problem?
58Cross et al 2002
Conduct your own ONA
1. Uncover strategically important networks
− Collaboration generally poor across functional, physical, hierarchical, and organizational lines
− Meaningful, actionable relationships, e.g., information flow, knowledge sharing, trust, decision-making
2. Collect and analyze data− E.g., email, survey, interview, observation− Visually map data
3. Improve connectedness− Create meaningful feedback sessions 59Cross, Introduction to organizational network analysis
Analyze and visualize data
60http://en.wikipedia.org/wiki/Social_network_analysis_software18
61
Myths and reality checks
I already know what is going on in my network Those who think they know their network
the best are usually the ones who know the least
We can’t do much to help informal networks Informal networks can be “managed”
through changing the organizational context
To build networks, you have to communicate more
Networks can be strategically developedAdapted from Cross et al. 2002
Today’s discussion
Background
Organizational network analysis
Personal network analysis
62
63
So, what does this mean for you?
An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints
Casper & Murray 2002
German biotech scientist
s
Bridging unconnected groups brings advantages
• More rapid promotions• Greater career mobility
• Higher salaries• More adaptable to changing environments
Brass, Burt, Podolny & Baron, Sparrowe et al, Gargiulo & Benassi 64
Develop three forms of networking
65
Operational Personal Strategic
Purpose Getting work done efficiently
Enhancing personal and professional development
Developing and achieving future priorities
Members Mostly internal contacts and focused on current demands
Mostly external contacts and focused on current and future interests
Both internal and external contacts and focused on future
Network attributes
Depth through building strong working relationships
Breadth through reaching out to contacts who can refer you to others
Leverage through creating inside-outside links
Ibarra & Hunter, HBR Jan 2007
Build relationships with people at all hierarchical levels
Look for complementary skills while maintaining a
balance!
Cross, Parise, & Weiss 2006
Higher: Help with making decisions, acquiring resources, developing political awareness, explaining organizational activities beyond
local setting
Equal: Help brainstorm and provide specific help, support, and needed
information
Lower: Provide best sources of technical information and expertise
66
67
“Think about it: everybody you know, everyone you meet, also know about
250 people. So every time you cultivate a relationship with one new person, you have actually expanded your personal inventory by 250 people – every single
time.” — Bob Burg, Author and Speaker
68
Build relationships before you need them
Stronger ties
Weaker ties
Outside organizatio
n
Inside organizatio
n
Avoid creating insular networks
http://www.enronexplorer.com/focus/19185# 69
Leverage social media to build your networks
70
71
What benefits can you achieve through using
social media?- Innovation- Learning
- Relationships- Leads- Other?
72
73
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Why do people use twitter?
What’s happening now? −News, events, trending topics
What do you think?−Ability to get immediate response
Who else is interested in this?−Ability to reach a broader community−Ability to learn about topic
To take a break−Chat informally about serious and less serious
topics
75
Get started with Twitter
76
Click on the document to the left to see some basic
steps to get started with Twitter
Twitter exercise
How could you use Twitter?How could Twitter help you
professionally?How could you use Twitter to build social
networks in your organization?How will you use Twitter this next week?
77
Some tools to build your network
78
Tools to uncover your networks
Facebook−TouchGraph Facebook Browser
http://www.touchgraph.com/facebook
LinkedIn−http://inmaps.linkedinlabs.com/
Klout−http://klout.com/#/dashboard
79
Analyze your networks
http://inmaps.linkedinlabs.com/network
Facebook network via TouchGraph
81http://www.touchgraph.com/facebook
Track your influence
www.klout.com
Exercise
Social network development −What is your personal strategic objective for next 1-
2 years?−What resources do you need to fulfill this objective?−What resources do your network ties give you
access to?−What network ties do you need to strengthen?−How can you help one another make new
connections?−How could you use social media to help you develop
your strategic networks?Resource Network tie Strength Action
Today’s discussion
Background
Organizational network analysis
Personal network analysis
84
Karinda Rhode
aka Robin [email protected]
www.knowledgenetworking.org
www.slideshare.net/eteigland
www.nordicworlds.net RobinTeigland
Photo: Lindholm, Metro
Photo: Nordenskiöld
Photo: Lindqvist
If you love knowledge, set it
free…