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SNA 4ODPresented by Ed Canela, PhD

"To develop a complete mind, study the science of art, study theart of science. Learn how to see. Realize that everything connectsto everything else. Leonardo Da Vinci

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Some social structuresthat we see!

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Ran by organizations and people thatwe thought we see!

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For years, this structuremade us so ..secure!

Made us feel we are in-charge! We were NOT

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BUTreally, this is how the organizaIon gets things done!Many interesIng stuffs happen in-between the white spaces.

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Results happen because of stuffs we dont see !

Where work reallygets done!

The connecIons between everyone: Personal Work OrganizaIon

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Network-centric models: the new world of work

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Network Analysis Origins

Although antecedents lie in 1920s (Freeman 1996),Jacob L. Moreno pioneered social network analysisfor his

psychodrama

therapy. He usedsociomatrices and hand-drawn sociograms to displaychildren

s likes and dislikes of classmates asdirectedgraphs (digraphs ).

VisualizaIon has been a key component of social network analyses from thebeginning, proliferaIng into today

s dazzling computer-based mulIdimensionaldisplays (Freeman 2001)

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Moreno

s sociomatrix

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displayed as a sociogram

What structure is evident in his arrangement of squares and circles?

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11Modied from Knoke, Borga2

Social Network Analysis (SNA)

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Todays organizations aresocial networks

Everything is connected by aseries of 3es.

If anyone thinks that themesh of a net is an independent,isolated thing, he is mistaken. Itis called a net because it is madeup of a series of interconnectedmeshes, and each mesh has its place and responsibility inrela3on to the other meshes.

-Buddha

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It is

How we do work

How we communicate How we get new ideas How we select our friends How we work in teams

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SNA in OD:

The PracIce

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Seeing natural systems as networks Molecules: network of kinds of atoms Brains: neural networks organisms: network of specialized cells Organizations: networks of jobs/

individuals Economies: networks of organizations Ecologies: networks of organisms Telephone, roads, internet, etc...

Borga2

Social Network Analysis (SNA)

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ApplicaIon of SNA:

Realizing 9/11 Al- Qaeda Network. Build a grass roots poliIcal campaign. Determine inuenIal journalists and analysts in the

T industry. Map execuIve's personal network based on email

ows. Discover the network of nnovators in a regional

economy. Analyze book selling pa erns to posiIon a new book

and many more

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And how thework actually

gets done?

Why SNA in OD?

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Wirearchy is a dynamic two-way ow of powerand authority based on:knowledge,trust,credibility,a focus on results

enabled by interconnected people andtechnology"

(Jon Husband, 1999)

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* Connectors : Wide social circles. Theyare the "hubs. Makes small worlds.Social glue: they spread messages.Mastered the "weak Ie"; friendly, yetcasual social connecIon* Mavens: nformaIon specialists.

Easily detect craps. Solves ownproblems by solving other's. Can startword-of-mouth epidemics. Teacher.Students.* Salesperson: CharismaIc withpowerful negoIaIon skills. They exert"so " rather than forceful inuence.Others, subconsciously imitate them.EmoIon is contagious.

Malcolm Gladwells Tipping Point

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Social Business Design: humanising the enterprise

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Sharing as a by-product of work - in the flow

In-the-flow: selfish route to collective benefit The intranet should be where work gets done Feeds and flow, not item-by-item publishing

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Finding smarter ways to motivate people

How to tackle intrinsic motivation? Trust is cheaper than control Return on Attention (ROA)

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Social Business: more than just collaboration

T d i i

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Effectiveness of an organization innovation, productivityand employee satisfaction hinges on the strength of therelationships of its people. The sum of the relationshipsamong people, norms, values and shared meaning in anorganization is its social capital.

Social capital may be as important to the success of anorganization as structural, customer and human capital .

Today, our organizationsdepend on an unseen force

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