For those who haven't read this already, I found this paper "Statistical
Mechanics of Complex Networks" by Albert & Barabasi to be an excellent
compilation of various concepts underlying network analysis - quite invaluable
in helping form the larger picture. A link to the paper :
http://tinyurl.com/cg66sb.
Regards,
Karthikeyan Iyer.
Founder Director, Co-crafter,
Crafitti Consulting Private Limited.
Subject: [ona-prac] Sharing an excellent paper: Statistical Mechanics of Complex Networks
For those who haven't read this already, I found this paper "Statistical Mechanics of Complex Networks" by Albert & Barabasi to be an excellent compilation of various concepts underlying network analysis - quite invaluable in helping form the larger picture. A link to the paper : http://tinyurl.com/cg66sb.
Sorry about the link trouble – the spurious dot at the end is the culprit. You
can use http://tinyurl.com/cg66sb
Regards,
Karthik.
--- In ona-prac@yahoogroups.com, "Karthik Lakshminarayanan" <iamkart@...> wrote:
>
> For those who haven't read this already, I found this paper "Statistical
Mechanics of Complex Networks" by Albert & Barabasi to be an excellent
compilation of various concepts underlying network analysis - quite invaluable
in helping form the larger picture. A link to the paper :
http://tinyurl.com/cg66sb.
>
> Regards,
> Karthikeyan Iyer.
> Founder Director, Co-crafter,
> Crafitti Consulting Private Limited.
>
Claire Reinelt and I recently wrote a paper, "SNA and the Evaluation of Leadership Networks," which will be published by Leadership Quarterly (Elsevier) in 2010.
Based on that paper, we have created a website http://link-to-results.com, where you will find the full pre-published draft of the paper, a tagged & searchable database of our bibliography, a discussion forum, and other resources related to SNA and leadership.
Here is the abstract of the paper:
"Leadership development practitioners have become increasingly interested in networks as a way to strengthen relationships among leaders in fields, communities, and organizations. This paper offers a framework for conceptualizing different types of leadership networks and uses case examples to identify outcomes typically associated with each type of network. One challenge for the field of leadership development has been how to evaluate leadership networks. Social Network Analysis (SNA) is a promising evaluation approach that uses mathematics and visualization to represent the structure of relationships between people, organizations, goals, interests, and other entities within a larger system. Core social network concepts are introduced and explained to illuminate the value of SNA as an evaluation and capacity-building tool."
I hope you and your colleagues find this useful. We welcome your feedback.
Nice site Bruce …. I’m printing off your paper now. Do
you have in your plans to develop some form of executive/leadership training
material? From time to time we get asked by some of the larger organisations
that run their own in-house training programs or even some of the business
schools that I work with from time to time. If you don’t have right now
it could be an interesting exercise to see if we can put something together as
a community initiative … I’m sure most of us could contribute
something.
From: ona-prac@yahoogroups.com
[mailto:ona-prac@yahoogroups.com] On Behalf Of brucehoppe Sent: Friday, 22 May 2009 1:06 AM To: ona-prac@yahoogroups.com Subject: [ona-prac] New resource for ONA/SNA and leadership
Hi All,
Claire Reinelt and I
recently wrote a paper, "SNA and the Evaluation of Leadership
Networks," which will be published by Leadership Quarterly
(Elsevier) in 2010.
Based on that paper,
we have created a website http://link-to-results.com,
where you will find the full pre-published draft of the paper, a tagged &
searchable database of our bibliography, a discussion forum, and other
resources related to SNA and leadership.
Here is the abstract
of the paper:
"Leadership
development practitioners have become increasingly interested in networks as a
way to strengthen relationships among leaders in fields, communities, and
organizations. This paper offers a framework for conceptualizing different
types of leadership networks and uses case examples to identify outcomes
typically associated with each type of network. One challenge for the field of
leadership development has been how to evaluate leadership networks. Social
Network Analysis (SNA) is a promising evaluation approach that uses mathematics
and visualization to represent the structure of relationships between people,
organizations, goals, interests, and other entities within a larger system.
Core social network concepts are introduced and explained to illuminate the
value of SNA as an evaluation and capacity-building tool."
I hope you and your
colleagues find this useful. We welcome your feedback.
Hi all,
At the link below you will find a short online survey (few minutes to fill in)
targeted to those companies already offering management consulting services
based on Social Network Analysis.
http://www.surveymonkey.com/s.aspx?sm=pXoYqd19uazE6v019o0ZWw_3d_3d
This is part of a research project devoted to analyze the uses of SNA in
organizational settings.
Thanks for helping out
Best,
Roberto Dandi
rdandi@...
LUISS University
Rome, Italy
Here’s another great resource for testing network health. (And
if you are a network-builder and not just an analyst, and you haven’t read Net
Gains, you really should do so!)
Best,
/patti
From: Greg Berry
[mailto:greg@...] Sent: Thursday, June 04, 2009 5:03 PM To: patti@... Subject: Diagnosing Your Social Network's Health
As we've designed networks and coached network builders, the question always
comes up: How can we know how the network is doing? In some ways, the answer is
complicated. There are different types of networks and networks evolve through
different stages--factors that should be taken into account. But it's also true
that some things about networks hold for any network at any stage of life.
We've developed this Network
Health Scorecard working with colleagues at Cause Communications, and
testing ideas with networks that include Rural People Rural Policy, an
initiative of the W.K. Kellogg Foundation. With just 22 questions and a 1-5
scoring system, it focuses on key aspects of any network: purpose, performance,
operations, and capacity. It's designed for group use--network members answer
each question and then discuss their answers--or on your own.
Please read about it, test it out and share your feedback at the website to let us
know how it worked for you so we can improve this tool for network builders.
Subject: [ona-prac] FW: Diagnosing Your Social Network's Health
Here’s another great resource for testing network health. (And if you are a network-builder and not just an analyst, and you haven’t read Net Gains, you really should do so!)
Best,
/patti
From: Greg Berry [mailto:greg@nuanceintelligence.com] Sent: Thursday, June 04, 2009 5:03 PM To:patti@byeday.net Subject: Diagnosing Your Social Network's Health
As we've designed networks and coached network builders, the question always comes up: How can we know how the network is doing? In some ways, the answer is complicated. There are different types of networks and networks evolve through different stages--factors that should be taken into account. But it's also true that some things about networks hold for any network at any stage of life.
We've developed this Network Health Scorecard working with colleagues at Cause Communications, and testing ideas with networks that include Rural People Rural Policy, an initiative of the W.K. Kellogg Foundation. With just 22 questions and a 1-5 scoring system, it focuses on key aspects of any network: purpose, performance, operations, and capacity. It's designed for group use--network members answer each question and then discuss their answers--or on your own.
Please read about it, test it out and share your feedback at the website to let us know how it worked for you so we can improve this tool for network builders.
Subject: [ona-prac] FW: Diagnosing Your Social Network's Health
Here’s another great resource for testing network health. (And if you are a network-builder and not just an analyst, and you haven’t read Net Gains, you really should do so!)
Best,
/patti
From: Greg Berry [mailto:greg@...] Sent: Thursday, June 04, 2009 5:03 PM To:patti@... Subject: Diagnosing Your Social Network's Health
As we've designed networks and coached network builders, the question always comes up: How can we know how the network is doing? In some ways, the answer is complicated. There are different types of networks and networks evolve through different stages--factors that should be taken into account. But it's also true that some things about networks hold for any network at any stage of life.
We've developed this Network Health Scorecard working with colleagues at Cause Communications, and testing ideas with networks that include Rural People Rural Policy, an initiative of the W.K. Kellogg Foundation. With just 22 questions and a 1-5 scoring system, it focuses on key aspects of any network: purpose, performance, operations, and capacity. It's designed for group use--network members answer each question and then discuss their answers--or on your own.
Please read about it, test it out and share your feedback at the website to let us know how it worked for you so we can improve this tool for network builders.
From:
Value-Networks@googlegroups.com [mailto:Value-Networks@googlegroups.com] On
Behalf Of Charles Ehin Sent: Friday, June 19, 2009 3:51 PM To: Value-Networks Subject: New Book
I would like to announce that my new book, The
Organizational Sweet Spot: Engaging the Innovative
Dynamics of Your Social Networks (www.UnManagement.com or
The organizational sweet spot is like the sweet
spot on the strings of a tennis racket. In a general sense, the sweet spot of
the racquet is the area of the string bed that produces the best combination of
feel and power. In an enterprise, the sweet spot is created by the overlap of
the formal and informal systems of the organization. That
is, under the right conditions the informal components of a venture will begin
to overlap more and more with the formal elements of a business.
This
overlap is a very desirable state for any venture. That spot, in essence,
represents the area where the formal and informal systems of an organization
have reached “a meeting of the minds” over the fundamental goals, policies and
processes of an organization. What is particularly noteworthy about this
agreement is that it’s not reached through any sort of formal negotiations.
Rather, it is emergent.
Cheers,
Charlie
Charles
(Kalev) Ehin, Ph.D.
Emeritus Professor of Management
The Gore School of Business
Westminster College, Salt Lake City kalev1@... www.UnManagement.com
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You received this message because you are subscribed to the Google Groups
"Value Networks" group.
To post to this group, send email to Value-Networks@googlegroups.com
To unsubscribe from this group, send email to
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Apologies for cross posting....
I just posted some photos and video of an affinity mapping exercise we conducted
for registrants at the International forum for Entperprise 2.0 held in Milan
earlier this month. Basically we run a short survey and then map affinites
around their ranked interests. We have done this several times now and find it
is an excellent icebreaker for attendees to start to get to know each other.
Everyone likes to see where they ended up on the map!
Have a look ... www.optimice.com.au
btw.... video presentations from the forum are also available on-line
I have recently had published by IGI Global the above book. It is a mix of
academic research and consulting practice (though unfortunately priced for the
academic market ... sorry). I take a social capital/networking perspective of
governance (in contrast to the regular compliance approaches). You can get get
the a full synopsis from here: www.optimice.com.au
Tuesday 28 July: Departments @ War – Peacemaking through Value Networks and
the Partnership Scorecard
11 July, 2009
WHAT
If you have never had issues with other departments in your organisation, just
love your outsourced IT, HR or finance services or if all inter-organisationa l
problems are always promptly solved by your boss, then this session is not for
you!
For those of you that have experienced some business relationship friction this
session will provide you with an approach to resolution. The approach uses value
network analysis and a partnership scorecard to help articulate the value flows
and accountabilities between roles in a partnership and then uses a partnership
scorecard to monitor negotiated peer to peer accountabilities. The approach has
been used for smoothing over rough outsourcing relationships, brokering peace
between warring departments but also as a pro-active means for stakeholder
management. We often refer to our approach as “sideways†management, in
contrast to “top-down†management. This is a HANDS-ON session, everyone
participates and learns.
WHO
Laurie Lock Lee is a well-known Australian expert in Knowledge Management. He is
also one of Australia’s leading practitioners in Social Network Analysis for
organisational change. With many years of experience in different roles ranging
from research to consulting, Laurie recently completed his PhD research on
corporate social capital effects on share market performance. He was previously
a Principal Consultant with Computer Sciences Corporation (CSC). Cai Kjaer has
been involved in Knowledge Management, Collaboration and Organisational Change
for the past 9 years in both internal and client-facing roles with one of the
largest IT Services companies in the world. He has consulted extensively to
organisations in both public and private sector, as well as presented
conferences in Australia and abroad. Cai was previously a Principal Consultant
with Computer Sciences Corporation (CSC). Both are now partners at Optimice.
WHAT NEXT? If you plan to attend please RSVP before noon Monday July 27 by
e-mail to: nswkmforum<at>gmail.com (hint: replace the <at> with a normal @ to
complete the email address and please include the date and/or title of the event
in the subject line).
WHERE
PricewaterhouseCoopers
Darling Park
201 Sussex Street
Enter from Druitt Street, go up the escalators and up the hall. Continue through
the foyer until you see the PwC security desk through the doors on your left
hand side. Please note: You will need to get a security pass from the security
desk in the PwC Foyer, then proceed to main reception on Level 10 and tell
reception you are here for the NSW KM forum.
WHEN: 5.30pm for 6pm, Tuesday 28 July.
HOW MUCH: Gold coin donation.
I am subscribed to OD questions on LinkedIn. This question came up
two days ago:
Icebreaker
ideas? I
recently was asked to take on a statewide management role, after managing a
region for three years. Just this week, the company itself went through a
painful staff reduction (thus resulting in my new role). Tomorrow, I will meet
with staff from one of my new regions for the first time. They all know each
other well, and know me a little. I'd like to start the meeting with an
icebreaker to get to know them a little better (and them, me), but don't want
it to feel too hokey, nor do I want it to take a long time. Any suggestions for
something light?
I dashed off this response:
I never thought about using a
network analysis in a situation like this, but it might be interesting. What
happens in a downsizing is that the network loses a number of
"nodes," that is, links are broken. It might be interesting to draw
the network (depending on the number of people) of the group -- who works with
who most frequently. Maybe include the people who've left and see what happens
to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone else have thoughts? Have you managed this kind of
situation using simple mapping exercises?
/patti
Patti Anklam
Net Work: Leveraging Content, Knowledge and Networks
Subject: [ona-prac] How would you use ONA in this situation?
Hi,
I am subscribed to OD questions on LinkedIn. This question came up two days ago:
Icebreaker ideas? I recently was asked to take on a statewide management role, after managing a region for three years. Just this week, the company itself went through a painful staff reduction (thus resulting in my new role). Tomorrow, I will meet with staff from one of my new regions for the first time. They all know each other well, and know me a little. I'd like to start the meeting with an icebreaker to get to know them a little better (and them, me), but don't want it to feel too hokey, nor do I want it to take a long time. Any suggestions for something light?
I dashed off this response:
I never thought about using a network analysis in a situation like this, but it might be interesting. What happens in a downsizing is that the network loses a number of "nodes," that is, links are broken. It might be interesting to draw the network (depending on the number of people) of the group -- who works with who most frequently. Maybe include the people who've left and see what happens to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who are gone may have had valuable contacts they were able to access for specific needs. Perhaps brainstorm about how the new group is going to make sure that it can develop its network to replace the people who are missing.
Anyone else have thoughts? Have you managed this kind of situation using simple mapping exercises?
/patti
Patti Anklam
Net Work: Leveraging Content, Knowledge and Networks
Another exercise might be to have them divide a flip chart sheet
in half and take 5 minutes to draw (no words) on one side how they
imagine the internal and external social/knowledge collaborative network has
been disrupted.
On the other half, draw one thing about themselves that others don’t
know (like family, hobbies, vacation etc.) They sign it and hang it up. Each person
has a minute to describe their drawing and one thing they would like to see
happen, (that they can help with) to move the group and company forward.
Best,
Mindy
Mindy L. Gewirtz, Ph.D.
President, Collaborative
Networks
Developing
collaborative leadership and organizational networks
From:
ona-prac@yahoogroups.com [mailto:ona-prac@yahoogroups.com] On Behalf Of Patti
Anklam Sent: Sunday, August 16, 2009 9:35 AM To: ona-prac@yahoogroups.com Subject: [ona-prac] How would you use ONA in this situation?
Hi,
I
am subscribed to OD questions on LinkedIn. This
question came up two days ago:
Icebreaker ideas? I recently was asked to take on a statewide management
role, after managing a region for three years. Just this week, the company
itself went through a painful staff reduction (thus resulting in my new role).
Tomorrow, I will meet with staff from one of my new regions for the first time.
They all know each other well, and know me a little. I'd like to start the
meeting with an icebreaker to get to know them a little better (and them, me),
but don't want it to feel too hokey, nor do I want it to take a long time. Any
suggestions for something light?
I
dashed off this response:
I
never thought about using a network analysis in a situation like this, but it
might be interesting. What happens in a downsizing is that the network loses a
number of "nodes," that is, links are broken. It might be interesting
to draw the network (depending on the number of people) of the group -- who
works with who most frequently. Maybe include the people who've left and see
what happens to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone
else have thoughts? Have you managed this kind of situation using simple
mapping exercises?
/patti
Patti
Anklam
Net
Work: Leveraging Content, Knowledge and Networks
Harvard,
MA 01451
+1(978)456-4175
No virus
found in this incoming message.
Checked by AVG - www.avg.com
Version: 8.5.392 / Virus Database: 270.13.56/2302 - Release Date: 08/14/09
06:10:00
Hi Patti … I got an idea from Richard McDermott many years
ago around doing a “live SNA”. The idea is you get people to
nominate important topics of interest, select a few (depending on the size of
the group) and then in a large space get the nominators to stand equidistant
apart (like poles) and then have the rest of the people place themselves
physically close to the poles of greatest interest. When they have divided
interest they stand part way … so what you end up with is a spatially
developed live affinity network. Richard warned that there is always at least
one pole left without any “friends” so you give that person a
chance to state their case for why their topic is important. The group can
re-arrange based on this if they so desire.
I’ve done this a few time now and its always fun. I like
the way that the “lonely” pole always seems to happen and they
always speak passionately about their topic. I also respond to those who
invariably have trouble locating themselves amongst all these competing
interests is that they are simply experiencing what happens in real life! We
often make commitments to support communities that in the end we can’t do
justice to. Some will fade through lack of a core group and others will thrive
because of the depth of interest. It’s a great conversation starter and
start to a “new” organisation.
From: ona-prac@yahoogroups.com
[mailto:ona-prac@yahoogroups.com] On Behalf Of Patti Anklam Sent: Sunday, 16 August 2009 11:35 PM To: ona-prac@yahoogroups.com Subject: [ona-prac] How would you use ONA in this situation?
Hi,
I
am subscribed to OD questions on LinkedIn. This
question came up two days ago:
Icebreaker ideas? I recently was asked to take on a statewide management
role, after managing a region for three years. Just this week, the company
itself went through a painful staff reduction (thus resulting in my new role).
Tomorrow, I will meet with staff from one of my new regions for the first time.
They all know each other well, and know me a little. I'd like to start the
meeting with an icebreaker to get to know them a little better (and them, me),
but don't want it to feel too hokey, nor do I want it to take a long time. Any
suggestions for something light?
I
dashed off this response:
I
never thought about using a network analysis in a situation like this, but it
might be interesting. What happens in a downsizing is that the network loses a
number of "nodes," that is, links are broken. It might be interesting
to draw the network (depending on the number of people) of the group -- who
works with who most frequently. Maybe include the people who've left and see
what happens to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone
else have thoughts? Have you managed this kind of situation using simple
mapping exercises?
/patti
Patti
Anklam
Net
Work: Leveraging Content, Knowledge and Networks
Neat idea and it sounds like a visual way to do something like Open Space Technology...
Nat
-----Original Message----- From: Laurence Lock Lee Sent: Aug 16, 2009 7:36 PM To: ona-prac@yahoogroups.com Subject: RE: [ona-prac] How would you use ONA in this situation?
Hi Patti … I got an idea from Richard McDermott many years ago around doing a “live SNAâ€. The idea is you get people to nominate important topics of interest, select a few (depending on the size of the group) and then in a large space get the nominators to stand equidistant apart (like poles) and then have the rest of the people place themselves physically close to the poles of greatest interest. When they have divided interest they stand part way … so what you end up with is a spatially developed live affinity network. Richard warned that there is always at least one pole left without any “friends†so you give that person a chance to state their case for why their topic is important. The group can re-arrange based on this if they so desire.
I’ve done this a few time now and its always fun. I like the way that the “lonely†pole always seems to happen and they always speak passionately about their topic. I also respond to those who invariably have trouble locating themselves amongst all these competing interests is that they are simply experiencing what happens in real life! We often make commitments to support communities that in the end we can’t do justice to. Some will fade through lack of a core group and others will thrive because of the depth of interest. It’s a great conversation starter and start to a “new†organisation.
From: ona-prac@yahoogroups.com [mailto:ona-prac@yahoogroups.com] On Behalf Of Patti Anklam Sent: Sunday, 16 August 2009 11:35 PM To: ona-prac@yahoogroups.com Subject: [ona-prac] How would you use ONA in this situation?
Hi,
I am subscribed to OD questions on LinkedIn. This question came up two days ago:
Icebreaker ideas? I recently was asked to take on a statewide management role, after managing a region for three years. Just this week, the company itself went through a painful staff reduction (thus resulting in my new role). Tomorrow, I will meet with staff from one of my new regions for the first time. They all know each other well, and know me a little. I'd like to start the meeting with an icebreaker to get to know them a little better (and them, me), but don't want it to feel too hokey, nor do I want it to take a long time. Any suggestions for something light?
I dashed off this response:
I never thought about using a network analysis in a situation like this, but it might be interesting. What happens in a downsizing is that the network loses a number of "nodes," that is, links are broken. It might be interesting to draw the network (depending on the number of people) of the group -- who works with who most frequently. Maybe include the people who've left and see what happens to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who are gone may have had valuable contacts they were able to access for specific needs. Perhaps brainstorm about how the new group is going to make sure that it can develop its network to replace the people who are missing.
Anyone else have thoughts? Have you managed this kind of situation using simple mapping exercises?
/patti
Patti Anklam
Net Work: Leveraging Content, Knowledge and Networks
This is quite a clever idea and I can see that it would make quite an impression. Please forgive my spatial disabilities, but I can't quite picture the part where "When they have divided
interest they stand part way … so what you end up with is a spatially
developed live affinity network."
Thank you.
On Sun, Aug 16, 2009 at 6:36 PM, Laurence Lock Lee <llocklee@...> wrote:
Hi Patti … I got an idea from Richard McDermott many years
ago around doing a “live SNA”. The idea is you get people to
nominate important topics of interest, select a few (depending on the size of
the group) and then in a large space get the nominators to stand equidistant
apart (like poles) and then have the rest of the people place themselves
physically close to the poles of greatest interest. When they have divided
interest they stand part way … so what you end up with is a spatially
developed live affinity network. Richard warned that there is always at least
one pole left without any “friends” so you give that person a
chance to state their case for why their topic is important. The group can
re-arrange based on this if they so desire.
I’ve done this a few time now and its always fun. I like
the way that the “lonely” pole always seems to happen and they
always speak passionately about their topic. I also respond to those who
invariably have trouble locating themselves amongst all these competing
interests is that they are simply experiencing what happens in real life! We
often make commitments to support communities that in the end we can’t do
justice to. Some will fade through lack of a core group and others will thrive
because of the depth of interest. It’s a great conversation starter and
start to a “new” organisation.
I
am subscribed to OD questions on LinkedIn. This
question came up two days ago:
Icebreaker ideas? I recently was asked to take on a statewide management
role, after managing a region for three years. Just this week, the company
itself went through a painful staff reduction (thus resulting in my new role).
Tomorrow, I will meet with staff from one of my new regions for the first time.
They all know each other well, and know me a little. I'd like to start the
meeting with an icebreaker to get to know them a little better (and them, me),
but don't want it to feel too hokey, nor do I want it to take a long time. Any
suggestions for something light?
I
dashed off this response:
I
never thought about using a network analysis in a situation like this, but it
might be interesting. What happens in a downsizing is that the network loses a
number of "nodes," that is, links are broken. It might be interesting
to draw the network (depending on the number of people) of the group -- who
works with who most frequently. Maybe include the people who've left and see
what happens to the network when these people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone
else have thoughts? Have you managed this kind of situation using simple
mapping exercises?
/patti
Patti
Anklam
Net
Work: Leveraging Content, Knowledge and Networks
Hi Joan …. Basically to view it you will usually have to stand
up on the stage or a balcony or chair to look down on the people from above. A
stage is good so that as the facilitator you can point out the clusters.
From: ona-prac@yahoogroups.com
[mailto:ona-prac@yahoogroups.com] On Behalf Of Joan Boysen Sent: Monday, 17 August 2009 11:38 AM To: ona-prac@yahoogroups.com Subject: Re: [ona-prac] How would you use ONA in this situation?
This is quite a clever idea and I can see that
it would make quite an impression. Please forgive my spatial
disabilities, but I can't quite picture the part where "When they have divided interest they
stand part way … so what you end up with is a spatially developed live affinity
network."
Thank you.
On Sun, Aug 16, 2009 at 6:36 PM, Laurence Lock Lee <llocklee@...> wrote:
Hi
Patti … I got an idea from Richard McDermott many years ago around doing a
“live SNA”. The idea is you get people to nominate important topics of
interest, select a few (depending on the size of the group) and then in a large
space get the nominators to stand equidistant apart (like poles) and then have
the rest of the people place themselves physically close to the poles of
greatest interest. When they have divided interest they stand part way … so
what you end up with is a spatially developed live affinity network. Richard
warned that there is always at least one pole left without any “friends” so you
give that person a chance to state their case for why their topic is important.
The group can re-arrange based on this if they so desire.
I’ve
done this a few time now and its always fun. I like the way that the “lonely”
pole always seems to happen and they always speak passionately about their
topic. I also respond to those who invariably have trouble locating themselves
amongst all these competing interests is that they are simply experiencing what
happens in real life! We often make commitments to support communities that in
the end we can’t do justice to. Some will fade through lack of a core group and
others will thrive because of the depth of interest. It’s a great conversation
starter and start to a “new” organisation.
I am subscribed to OD questions on LinkedIn. This question came up two days ago:
Icebreaker ideas?
I recently was asked to take on a
statewide management role, after managing a region for three years. Just this
week, the company itself went through a painful staff reduction (thus resulting
in my new role). Tomorrow, I will meet with staff from one of my new regions
for the first time. They all know each other well, and know me a little. I'd
like to start the meeting with an icebreaker to get to know them a little
better (and them, me), but don't want it to feel too hokey, nor do I want it to
take a long time. Any suggestions for something light?
I dashed off this response:
I never thought about using a network analysis
in a situation like this, but it might be interesting. What happens in a
downsizing is that the network loses a number of "nodes," that is,
links are broken. It might be interesting to draw the network (depending on the
number of people) of the group -- who works with who most frequently. Maybe
include the people who've left and see what happens to the network when these
people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone else have thoughts? Have you managed
this kind of situation using simple mapping exercises?
/patti
Patti Anklam
Net Work: Leveraging Content, Knowledge and
Networks
On Mon, Aug 17, 2009 at 5:34 PM, Laurence Lock Lee <llocklee@...> wrote:
Hi Joan …. Basically to view it you will usually have to stand
up on the stage or a balcony or chair to look down on the people from above. A
stage is good so that as the facilitator you can point out the clusters.
Subject: Re: [ona-prac] How would you use ONA in this situation?
This is quite a clever idea and I can see that
it would make quite an impression. Please forgive my spatial
disabilities, but I can't quite picture the part where "When they have divided interest they
stand part way … so what you end up with is a spatially developed live affinity
network."
Thank you.
On Sun, Aug 16, 2009 at 6:36 PM, Laurence Lock Lee <llocklee@...> wrote:
Hi
Patti … I got an idea from Richard McDermott many years ago around doing a
“live SNA”. The idea is you get people to nominate important topics of
interest, select a few (depending on the size of the group) and then in a large
space get the nominators to stand equidistant apart (like poles) and then have
the rest of the people place themselves physically close to the poles of
greatest interest. When they have divided interest they stand part way … so
what you end up with is a spatially developed live affinity network. Richard
warned that there is always at least one pole left without any “friends” so you
give that person a chance to state their case for why their topic is important.
The group can re-arrange based on this if they so desire.
I’ve
done this a few time now and its always fun. I like the way that the “lonely”
pole always seems to happen and they always speak passionately about their
topic. I also respond to those who invariably have trouble locating themselves
amongst all these competing interests is that they are simply experiencing what
happens in real life! We often make commitments to support communities that in
the end we can’t do justice to. Some will fade through lack of a core group and
others will thrive because of the depth of interest. It’s a great conversation
starter and start to a “new” organisation.
I am subscribed to OD questions on LinkedIn. This question came up two days ago:
Icebreaker ideas?
I recently was asked to take on a
statewide management role, after managing a region for three years. Just this
week, the company itself went through a painful staff reduction (thus resulting
in my new role). Tomorrow, I will meet with staff from one of my new regions
for the first time. They all know each other well, and know me a little. I'd
like to start the meeting with an icebreaker to get to know them a little
better (and them, me), but don't want it to feel too hokey, nor do I want it to
take a long time. Any suggestions for something light?
I dashed off this response:
I never thought about using a network analysis
in a situation like this, but it might be interesting. What happens in a
downsizing is that the network loses a number of "nodes," that is,
links are broken. It might be interesting to draw the network (depending on the
number of people) of the group -- who works with who most frequently. Maybe
include the people who've left and see what happens to the network when these
people are taken out.
You could also look at the outside connections that are lost -- the people who
are gone may have had valuable contacts they were able to access for specific
needs. Perhaps brainstorm about how the new group is going to make sure that it
can develop its network to replace the people who are missing.
Anyone else have thoughts? Have you managed
this kind of situation using simple mapping exercises?
/patti
Patti Anklam
Net Work: Leveraging Content, Knowledge and
Networks
Thought fans of SNA/ONA might enjoy this...
Posted this last night... an interactive network map of the cocoon of
lobbyists around the Gang of Six Senators working on health care reform.
http://orgnet.com/lobbying.html
Valdis
We don't normally do mail outs like this, but with our re-launch of the Web site
being such a significant event for us, we wanted to share it with you all. It is
now 3 years since we launched www.optimice.com.au and it has continuously grown
in popularity over that time. We have made freely available some 40 papers,
presentations and videos, something we intend to continue.
The most significant change is the incorporation of Web 2.0 functionality
through our "Friends of Optimice" feature. We aim to now not only be a
publishing site, but to also help our readers connect with each other. By
answering a simple survey you can see how your profile fits with other readers
on a dynamically changing social network map. If you want to make yourself
available for contact with fellow readers simply join our "Friend of Optimice"
LinkedIn group http://www.linkedin.com/groups?gid=1807808&trk=hb_side_g
We haven't forgotten the publishing side. We have two new white papers:
"The Tyranny of Top Down: Learning to Manage Sideways" which provides evidence
through case studies as to how limiting top down management can be and offers 10
tips for managing sideways.
"Departments @ War" uses organisational network analysis to identify trust (and
mistrust) networks across organisations and shows how value networks can be used
to help build trust.
Finally, we are launching our new Visual Markets market research service with a
major report which overviews the methods and provides a detailed analysis of the
Australasian IT&T market. The report will be available for purchase in November
but you can get free chapters from the pre-release here.
We look forward to meeting you in Friends of Optimice!
Hi, I recently joined this group, and am looking for advice from SNA experts on
a challenge we have on the RSA's Connected Communities project.
Given that there are no independent variables in SNA, when you do not have a
naturally bounded sample, on what basis do you decide on a sample size?
Most forms of SNA involve organisations or other bounded samples, but we are
trying to understand social networks in a deprived geographic area of south east
London which has a fairly transitory population. We don't have the research
capacity to ask every resident in the area, and don't currently know how many
people we need to interview to get meaningful data for an edifying social
network analysis.
Any ideas?
For more detail on the project context see below:
Thanks,
Jonathan
Dr Jonathan Rowson
RSA Projects
8 John Adam Street
London WC2N 6EZ
0207 451 6872
www.theRSA.org.uk
###
The RSA has three years of funding from the department of communities and local
government(CLG) to investigate new forms of community regeneration, and the
first year of the project involves a multi-method measurement of existing levels
of social capital in a couple of specific areas. Our main concern is to
highlight patterns of exclusion and better understand how to mobilise untapped
community resources.
Part of the plan was to do some form of social network analysis in New Cross
Gate in South East London, which is multiply deprived and about to come to the
end of a ten year (New Deal for Communities) funding cycle concerned with `area
based initiatives'- the boundary for the area is pretty arbitrary. Our premise
is that community regeneration requires functional social networks, and that
part of making social networks functional is making them visible- there is some
evidence that getting people to visualise, and ideally map their own community
connections can itself increase social capital. If everything falls into place,
there would be a double win in terms of research process and outcome, and the
potential for more cost-effective interventions.
The challenge is the method. We have a research tool, designed to capture the
data needed for the SNA (e.g. we get personal survey data and ask questions
like: Is there someone you know and could approach for help who…works for a
community organisation, for the local council, has a role on a tenants
association, is a neighbourhood warden, has good contacts with local newspaper,
radio or tv etc). So far, we have done about 70 interviews, trying to do a form
of snowballing, but with limited success. It is possible the connections we are
seeking to uncover are just not there, and there is nothing wrong with the
method, but other fieldwork makes us think that is unlikely.
Part of the problem is that approaching people door to door makes them hesitant
to name names, and there is some evidence that people do not recall their
interactions very well, so the data may not capture the network we are trying to
uncover. We can tweak the research tool and improve our data collection methods
in various ways, but a more pressing concern is sample size. For conventional
survey data, you typically need around 400 people to get a representative
sample, but in SNA there are no independent variables, so I don't think this
number transfers. I think we might have to settle for a series of ego-centric
networks with alter connections, and use these as illustrative rather than
representative. This approach could still be useful to us because we can track
how these maps change in years two and three, but perhaps there is some other
way to get a more representative sample of the community?
We don't have the research capacity to do a comprehensive survey of the whole
New Cross Gate area, but we have tentative plans to focus on one particular area
where there is an intersection of a middle class community (Telegraph Hill) and
a relatively deprived neighbourhood(Somerville) and perhaps we can learn
something about the degree of connectivity between these areas, and how it could
be improved (Bridging capital).
So this is roughly where we. Plan A at the moment is to tweak the research tool,
complete a total of roughly 400 interviews before the end of the year, and the
try to join the dots. This feels wrong to me, mainly because the 400 number
currently seems meaningless. Any thoughts on how best to proceed, or arrange a
conversation with someone who might know, would be highly appreciated.
Thanks,
Jonathan.
These
are some references on SNA sampling below, in case you haven’t seen them
before. My reading of them is that you can’t apply the same rules on
sample sizes as you might to traditional statistical analyses. I have seen
comments like with as little as 20% of the population you can derive valid SNA
patterns. In my experience this can be right as long as the survey collection
is uniformly spread across the population.
I
would think 400 surveys would be plenty of data to generate a reasonable
pattern of interactions. In fact unless you are looking to identify specific
individuals, I can’t see why you wouldn’t pre-specify some
representative “roles” e.g. social worker in area x doing task y;
neighbour; friend in other location etc.. and just get them to identify the
roles they interact with. Of course you should ask respondents if they played
any of these roles for others to identify the full network effect… though
I suspect you may be too far down the track for a change like this…..
Granovetter,
M. (1976). "Network Sampling: Some First Steps." The American
Journal of Sociology81(6): pp.1287-1303.
Frank,
O. (1979). Estimation of population totals by use of snowball samples. Perspectives
on Social Network Research. P. Holland and S. Leinhardt. New York, Academic
Press: pp.319-347.
Rothenberg,
R. B. (1995). "Commentary: Sampling in Social Networks." Connections
18(1): pp.104-110.
From: ona-prac@yahoogroups.com
[mailto:ona-prac@yahoogroups.com] On Behalf Of benevolentbadger Sent: Friday, 23 October 2009 1:50 AM To: ona-prac@yahoogroups.com Subject: [ona-prac] Social Network Analysis Sample Size Query
Hi, I recently joined this group, and am
looking for advice from SNA experts on a challenge we have on the RSA's
Connected Communities project.
Given that there are no independent variables in SNA, when you do not have a
naturally bounded sample, on what basis do you decide on a sample size?
Most forms of SNA involve organisations or other bounded samples, but we are
trying to understand social networks in a deprived geographic area of south
east London which has a fairly transitory population. We don't have the
research capacity to ask every resident in the area, and don't currently know
how many people we need to interview to get meaningful data for an edifying
social network analysis.
Any ideas?
For more detail on the project context see below:
Thanks,
Jonathan
Dr Jonathan Rowson
RSA Projects
8 John Adam Street
London WC2N 6EZ
0207 451 6872
www.theRSA.org.uk
###
The RSA has three years of funding from the department of communities and local
government(CLG) to investigate new forms of community regeneration, and the
first year of the project involves a multi-method measurement of existing
levels of social capital in a couple of specific areas. Our main concern is to
highlight patterns of exclusion and better understand how to mobilise untapped
community resources.
Part of the plan was to do some form of social network analysis in New Cross
Gate in South East London, which is multiply deprived and about to come to the
end of a ten year (New Deal for Communities) funding cycle concerned with `area
based initiatives'- the boundary for the area is pretty arbitrary. Our premise
is that community regeneration requires functional social networks, and that
part of making social networks functional is making them visible- there is some
evidence that getting people to visualise, and ideally map their own community
connections can itself increase social capital. If everything falls into place,
there would be a double win in terms of research process and outcome, and the
potential for more cost-effective interventions.
The challenge is the method. We have a research tool, designed to capture the
data needed for the SNA (e.g. we get personal survey data and ask questions
like: Is there someone you know and could approach for help who…works for
a community organisation, for the local council, has a role on a tenants
association, is a neighbourhood warden, has good contacts with local newspaper,
radio or tv etc). So far, we have done about 70 interviews, trying to do a form
of snowballing, but with limited success. It is possible the connections we are
seeking to uncover are just not there, and there is nothing wrong with the
method, but other fieldwork makes us think that is unlikely.
Part of the problem is that approaching people door to door makes them hesitant
to name names, and there is some evidence that people do not recall their
interactions very well, so the data may not capture the network we are trying
to uncover. We can tweak the research tool and improve our data collection
methods in various ways, but a more pressing concern is sample size. For
conventional survey data, you typically need around 400 people to get a
representative sample, but in SNA there are no independent variables, so I don't
think this number transfers. I think we might have to settle for a series of
ego-centric networks with alter connections, and use these as illustrative
rather than representative. This approach could still be useful to us because
we can track how these maps change in years two and three, but perhaps there is
some other way to get a more representative sample of the community?
We don't have the research capacity to do a comprehensive survey of the whole
New Cross Gate area, but we have tentative plans to focus on one particular
area where there is an intersection of a middle class community (Telegraph
Hill) and a relatively deprived neighbourhood(Somerville) and perhaps we can
learn something about the degree of connectivity between these areas, and how
it could be improved (Bridging capital).
So this is roughly where we. Plan A at the moment is to tweak the research
tool, complete a total of roughly 400 interviews before the end of the year,
and the try to join the dots. This feels wrong to me, mainly because the 400
number currently seems meaningless. Any thoughts on how best to proceed, or
arrange a conversation with someone who might know, would be highly
appreciated.
Everyone
knows about “The Strength of Weak Ties” by friend and
colleague Mark Granovetter. It is easily one of the most influential
sociology papers ever written.
Research paper on social network analysis. Has very interesting
observations about how closely linked SNA is with Knowledge Management (KM).
/patti
From: Roberto Dandi
[mailto:rdandi@...] Sent: Thursday, November 12, 2009 11:23 AM To: patti@... Subject: Social Network Analysis in management consulting
Dear Patti,
Thank you for answering our
survey on SNA in management consulting companies. Preliminary results are
presented here:
Send Email
