1. Chapter 9 : SOCIAL NETWORKS Learning Objectives  Understand the social network vocabulary  Know why social networks and networking are valuable  Learn the history of social networks  Know some of the ethical considerations related to social network analysis  Understand the difference between personal, operational, and strategic social networks  Map your own social network and understand its implications

2. What is a social network? MySpace, Facebook, and LinkedIn are social networks Social networks are the patterned structure of relationships among people Social networks can be considered “the invisible organization” – they are the pathways through which communication and resources flow and how work actually gets done

3. Social Networks as an Organizing Tool in P-O-L-C

4. Sociogram: A Simple Social Network

5. What Are Actors? Actors are information/ knowledge processing entities IndividualsGroupsOrganizations Supra- Organizations

6. A social network can be characterized as a patterned set of relationships between two or more people Ideas Information Money Trust Social Networks offer Social Capital  Social capital is based on relationships  No single actor can claim ownership

7. A Social Network Based on Information Ties

8. Social Network Analysis The mapping and measuring of relationships and flows among people, groups, organizations, computers, web sites, and other actors.

9. Network size is the number of actors Direct Ties A single link spanning actors Indirect Ties Connections exist between actors, but only through other actors Jeffrey Travers and Stanley Milgram found that on average, there were six links – or “degrees of separation” – between any two people randomly drawn from the U.S. population

10. Six Degrees of Separation Actor Kevin Bacon founded sixdegrees.org to help charities network and share resources

11. Five types of social networks Communication Information Problem- solving KnowledgeAccess

12. How can managers use social networks to create value? Factors include the principles of reciprocity, exchange, and similarity © 2010 Jupiterimages Corporation

13. Principle of reciprocity The ability to get things done by providing services to others in exchange for the services they require Quid-pro-quo Principle of exchange Trading favors among actors who are different from one another Principle of similarity Network ties tend to develop spontaneously between people with common backgrounds and interests

14. Social Networks and Careers Social Networks and Careers Job seekers are more likely to find a job through weak ties than through strong ties - Mark Granovetter Strong ties exist among individuals who know each other well and engage in relatively frequent, ongoing resource exchanges Weak ties exist among individuals who know each other, at least by reputation, but who do not engage in a regular exchange of resources

15. The Value of Weak Ties

16. Using LinkedIn to find a Job Create a profileConsider a photo Keywords and skills Build your network Get recommendations Search jobsGet answersGet connected

17. Managing the Innovation Network

18. Ethical Considerations with Social Network Analysis Ethics are not simply a matter of the law, they are a prescription for doing good

19. Ethical Implications Violation of privacyPsychological harmHarm to individual standing

20. Managing the Ethical Issues of SNA Monitor outcomes Make a decision How does the action make you feel about yourself? *Public knowledge could occur Consider the alternatives: *How do they affect the stakeholders? Identify the stakeholders and their point of view Assess the situation: *Is it illegal? *Is it unethical?

21. The Ethical Argument in Favor of Managing Social Networks “Using social capital means putting our networks into action and service for others.” “The great paradox is that by contributing to others, you are helped in return, often far in excess of what anyone would expect or predict.”

22. Personal, Operational, and Strategic Networks Kindred spirits outside your organization who can help you with personal advancement Personal People you need to accomplish your assigned, routine tasks Operational People outside your control who will enable you to reach key organizational objectives Strategic

23. Map your social network to understand its structure STEP 1: What purpose should the network serve? STEP 2: Who are your contacts and what is your relationship with them? STEP 3: Who knows whom? Computing network density STEP 4: Assess and take action