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Remaining SNA Ideas andManaging Personal Connectivity
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Network Measures
Density = 3%Cohesion = 4.0Centrality = 3.1
= Location 2= Location 1
= Location 3= Location 4
Location
= Location 5= Location 6
= Location 8= Location 7
= Location 9= Location 10= Location 11= Location 12
Visual Data Display: Packing info in and allowing time for interpretation…
Information: “How often do you typically turn to this person for information to get your work done? Network includes responses to this statement of often to continuously (4,5&6).
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Pull People Dynamically From the Network…Or Find Other Ways to Simulate
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Without the eight most central people the network is 45% less well connected, reflecting a vulnerability in the practice.
Network Measures
Density = 15%Cohesion = 2.1Centrality = 12
Network Measures
Density = 10%Cohesion = 2.4Centrality = 7
Without 8 central people
Central PeoplePerson 27 Person 66 Person 22 Person 57Person 19 Person 33Person 32Person 46
“Please indicate the extent to which the people listed below have provided you/you have provided with information that you/they have used to accomplish your/their work within the past year.”
Responses of somewhat frequently-very frequently
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Just When You Thought it Was Safe…Regressions (one final time…and then back to OB!!)
Creativity Program Help
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QAP Correlation
Step 1. Tools > Testing Hypothesis > Dyadic (QAP) > QAP Correlations Step 2. 1st Data Matrix “InfoGE4”Step 3. 2nd Data Matrix “ValueGE4”
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QAP Regression
Step 1. Tools > Testing Hypothesis > Dyadic (QAP) > QAP Regression > Original (Y-permutation) method
Step 2. Dependent variable “InfoGE4”Step 3. Independent variable “ValueGE4”
Adjusted R-Square of 0.214 indicates a moderate relationship between the two social relations. Theprobability of 0.000 indicates that it is statisticallysignificant.
Adjusted R-Square of 0.214 indicates a moderate relationship between the two social relations. Theprobability of 0.000 indicates that it is statisticallysignificant.
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Showing performance implications can quickly get people’s attention…
Can link individual position to outcomes…the lawn found that more socially connected people were more satisfied.
– Similarly can show what creates a high performer in a setting.
– Or can show what creates revenue for sales people or traders.
HelpOut HelpIn KnowOut KnowIn KnbefOut knbefin SocOut SocIn Sat10 13 36 30 34 30 25 24 310 14 16 32 26 24 27 35 30 2 6 4 3 1 6 5 31 6 17 26 22 22 15 17 30 3 10 6 4 6 0 3 3
12 5 31 16 22 18 22 19 40 5 3 19 23 26 3 12 43 6 28 30 11 15 25 25 45 8 14 19 12 15 16 19 4
16 20 30 39 34 34 38 37 48 10 34 36 29 29 19 29 4
19 15 42 35 40 37 22 22 47 10 33 31 22 21 34 34 4
53 31 38 37 34 33 22 28 413 8 34 29 10 7 34 30 423 18 38 34 27 28 29 28 49 9 26 19 14 14 28 23 5
11 13 39 31 15 18 43 36 5
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General Thoughts on SNA to Conclude…
A powerful tool and unique way of making the invisible visible. One of only a few ways we have of analyzing organizational health where collaboration is critical.
Market is just emerging on this…so don’t expect people to immediately know why this matters. Often people immediately see it but be prepared to drop the statistics I mentioned and cases.
But it is a big market…these issues are relevant to many people in an organization. Only a handful actually get to talk strategy for example…everyone has or is involved with a network.
And a way to distinguish yourselves from others early in your careers if you do this well.
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1. Don’t network just to network — reach two levels above
2. Take names — two palm pilots, two cell phones, a Blackberry, and 5,000 contacts
3. Build it before you need it — consistently reach out to others
4. Never eat alone — goes from 6 a.m. – 1 p.m., 1 night a week to himself, NKs
5. Be interesting — Prada suits, style, hobbies and philanthropy, fashion identity
6. Manage the gatekeeper. Artfully. — A month-long game to get by the AA
7. Always ask — don’t shy away from asking for what you want
8. Don’t keep score — be willing to connect people
9. Ping consistently — makes hundreds of phone calls a day and e-mails constantly
10. Find anchor tenants — people one or two levels above that will attract others
The 10 Secrets of a Master Networker:Keith Ferrazzi
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Lets Focus On Your Career Networks and Avoid The Typical Career Decision Path Here at McIntire…
One Way To “Make” Career Decisions…
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What Makes an Effective Personal Network?
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High Performers…
Network Patterns of High Performers.–Closed versus open networks.
Relationships of High Performers.–Avoiding learning and decision traps.– Improving quality of work life.
Network Behaviors of High Performers.–Beliefs and values that predispose them to
build vibrant networks. –They selectively initiate relationships in ways
that extend their abilities.–They tap into and respond to their networks
appropriately.–They maintain and adapt their networks for
effectiveness and well-being.
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Network Patterns of High PerformersWilliam Dawes and http://www.cs.virginia.edu/oracle/
Group 1
Group 2
Group 3
Group 4
Bill
Kevin
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Personal Network Diagram (Overall concentration and over/under invested relations)
Color Key:
Attribute selected = Hierarchy
Higher than yours
Equal to yours
Lower than yours
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A CEO’s Key Advice Relationships...
Commercial Lending
Real Estate
Credit
Operations
7 Relationships
CEO
1 Relationship 2
Relationships
1 Relationship
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Time Known:Less than 1 year = 01-3 years = 123-5 years = 35-10 years = 010+ years = 0
Proximity:Same Floor = 6Diff Floor = 2Diff Building = 1Diff City = 6
StructuredInteraction:
Never = 0Sometimes = 2Often = 3Frequently = 8 V Frequently = 2
MaintenanceEffort:
1 hour/month = 02-3 hour/month = 01 hour/week = 52-3 hour/week = 51 hour/day = 5
Network Size: 15
Boundaries:In Leadership Group = 11Within Function = 3In Department = 0Outside Department = 1Outside Organization = 0
Hierarchy:Higher = 4Same = 0Lower = 11N/A = 0
What biases might exist in this government executive’s personal network?
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Relationships in High Performer Networks
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Network Composition…Any Noticeable Biases?
• Relationship (Class Mate, Faculty, Career Services, Family, Previous Employer, Alumni and Other).
• Affiliation (Student or Prof in Major, Outside Major/In UVA, Outside UVA in Field of Interest, Outside UVA and not in Field of Interest).
• Interaction (Interact due to demands of school, Do not interact due to demands of school).
• Benefits Received (Resume/Cover Letter, Interpersonal skills (interviewing, cocktail parties, etc.), Industry/Company insight, Aspects of work you want in your career, Future implications of early career decisions).
• Ethnicity/Gender/Age (Same as mine, Different than mine).
• Friend (Yes, No).
• Concentration (Student in concentration, Faculty in concentration, McIntire alumni from concentration, Alumni from other school in concentration, Other).
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Behaviors of High Performers
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What makes a good network?
5-10 minutes for me in groups of two or three:
What biases or opportunities did you see in your own network?
I want each group to have at least three opportunities for improvement that you uncovered as a group…and what you might do to address each gap.
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Some Ideas For Your Own Networks…
Invest well from a structural and organizational perspective.
Be proactive in relational development.
Balance network development with task execution.
Act with consistency and integrity.
Follow norm of reciprocity and be willing to give first.
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Invest in relationships well from both a structural and organizational perspective…
JohnPaul
Relationships carry a cost… But the right ones pay dividends…
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Some Ideas For Your Own Networks…
Invest well from a structural and organizational perspective.
Be proactive in relational development.
Balance network development with task execution.
Act with consistency and integrity.
Follow norm of reciprocity and be willing to give first.
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Always follow the norm of reciprocity…be willing to give first, but be careful of people that don’t reciprocate.
Need to Invest Ahead of Time
