Network Analysis Concepts and Tools

Network Analysis in Two Parts
Patti Anklam
Columbia IKNS Unit 3
April 2014

I’ve become convinced that understanding
how networks work is an essential 21st
century literacy.
Howard Rheingold

Columbia IKNS Residency April 2014
Agenda
―The language of networks
―Networks in organizations
3
Social Network Analysis:
Concepts and Cases
Mapping Organizational,
Personal and Enterprise
Networks: Tools

Social Network Analysis: Concepts and Cases
http://www.dftdigest.com/images/Spyglass.jpg

Networks Matter
• We live in networks all the time: communities, organizations, teams
• The complexity of work in today’s
world is such that no one can
understand – let alone complete – a
task alone
– Individual-individual
– Team-team
– Company-company
– Eco-system to eco-system
• Strong networks are correlated with health:
– People with stronger personal networks are more productive, happier,
and better performers
– Companies who know how to manage alliances are more flexible,
adaptive and resilient
– Our personal health and well-being is often tied to our social networks
5

Structure Matters
6
• There is science to support the
understanding of network
structure
• The structure of a network
provides insights into how the
network “works”
• Once you understand the
structure, you can make
decisions about how to
manage the network’s context
• Network analysis tools help
you understand the structure

The Importance of Understanding Networks
7
Burt, Ronald S. and Don Ronchi, Teaching executives to see social capital: Results from a field
experiment http://faculty.chicagobooth.edu/ronald.burt/research/files/TESSC.pdf

The new science of networks
• Beginning in the 1990’s computer
science made it possible to map and
analyze large social networks.
2002
2002
2002
2003
2004
2004
2009
• By 2009, network
science and analysis
are accepted practice
in science and
management
• Insights
became
accessible to
the public.
8
2005
2007

Meanwhile… by 2014
9
Big
Data!
• People are mining the our
public personas in the
internet to understand
networks
• Concepts from social network
analysis are creeping into
contact and relationship
management applications

But it still all comes down to 0s and 1s
10
• A network is a collection of entities
linked by a type of relationship
• So we can applying network
concepts in many contexts:
– People-groups-organizations
– Use of information artifacts
– Ideas & issues
Node
Tie

Rob Cross’s Classic Case
11
From: The OrganizationalNetwork Fieldbook,Rob Cross et al, Jossey-Bass 2010

A Classic Case
12

A Classic Case
From: The Hidden Power of SocialNetworks, Rob Cross and Andrew Parker, Harvard Business School Press, 2004
13

A Classic Case
14

A Classic Case
15

It’s all about Questions
16
Patterns provide
insights that provoke
good questions.
Full stop.

Network Analysis in Organizations
17
Management Practice Examples (Short List)
Leadership Development Personal Leadership
Succession Planning
Innovation Identify energy sources
Bridge boundaries
Knowledge management Expertise location
Communities of practice
Improving information flow
Organizational Change and
Development
Change management
Mergers and acquisition
Talent Management Positioning people in roles
Professional network development
Organizational Performance Team building
How has it been applied?

A Recent Example from Friends at Optimice
18

The Crux of the Analysis: The Questions
• Improve collaboration
• Finding connectors and
influencers in organizations and
communities
• Leadership development
• Performance benchmarking
• Integration of units following
merger/acquisition
Problem (Examples) Relationships of Interest
• Access to expertise
• Innovative capacity
• Collaborative capacity
• Ease of knowledge flow
• Decision-making and task flow
• Innovation potential
• Energy
Shares new ideas with
Seeks help for problem-solvingWorks closely with
Knows expertise of
19

The Unit of Analysis: The Relationship
20

…and the filters we want to use to view the relationships
• We collect as much information
about the attributes of the
people in the network*
– Organizational unit
– Job title/role
– Location
– Expertise
– Job level
– Age
– Gender
21
*within the bounds of what is legal and appropriate

California Computer
22
From “Informal Networks: The Company”
David Krackhardt and Jeffrey R. Hanson
HBR, 1993
CEO Leers must choose someone to lead a strategic task force.
Bair
Stewart
Ruiz
O'Hara
S/W Applications
Harris
Benson
Fleming
Church
Martin
Lee
Wilson
Swinney
Huberman
Fiola
Calder
Field Design
Muller
Jules
Baker
Daven
Thomas
Zanados
Lang
ICT
Huttle
Atkins
Kibler
Stern
Data Control
Leers
CEO

California Computer
23
From “Informal Networks: The Company”
David Krackhardt and Jeffrey R. Hanson
HBR, 1993
CEO Leers must choose someone to lead a strategic task force.
Bair
Stewart
Ruiz
O'Hara
S/W Applications
Harris
Benson
Fleming
Church
Martin
Lee
Wilson
Swinney
Huberman
Fiola
Calder
Field Design
Muller
Jules
Baker
Daven
Thomas
Zanados
Lang
ICT
Huttle
Atkins
Kibler
Stern
Data Control
Leers
CEO

Was Harris a Good Choice?
24
Whom do you
go to for help
or advice?
Field Design
Data Control Systems
Software Applications
CEO
ICT

Was Harris a Good Choice?
25
Whom do you
go to for help
or advice?
Field Design
Data Control Systems
Software Applications
CEO
ICT

The Question of Trust
26
Whom would
you trust to
keep in
confidence
your concerns
about a work-
related issue?

27
Whom would
you trust to
keep in
confidence
your concerns
about a work-
related issue?

28
Whom would
you trust to
keep in
confidence
your concerns
about a work-
related issue?

• Look at the whole network
and its components
Network Analysis Also Provides Metrics
• Look at positions of
individuals in the network
Centrality Metrics
Structural Metrics
29

Structural Metrics
30
• Common measures:
–Density of interactions
–Average degree of separation
–Cross-group or cross-organization
connectivity
• Good for comparing questions,
groups within networks or for
comparing changes in a network
over time
Look at the whole network and its components

Interpreting Results
31
“I interact with this person twice a month
or more”
I understand this person’s knowledge and
skills (Agree or Strongly Agree)
Density: 11%
Distance: 2.7
Density: 28%
Distance: 1.8

How the Metrics Enhance the Maps
2010
2011
Year # Density Avg #
ties
2009 55 2.2% 1.2
2010 90 2.7% 2.4
2011 85 5.3% 4.5
2012 82 8% 6.88
2009
2012
32

Centrality Metrics
33https://plus.google.com/+DaveGray/posts/CQRVeKEsUvF
The people
with the most
connections
are not
necessarily
the most
influential!

Look at positions of individuals in the network

Which Technology Scout is Most Successful?
34
It's Whom You Know Not What You Know: A Social Network Analysis Approach to
Talent Management, Eoin Whelan, SSRN: http://ssrn.com/abstract=1694453

Quick Case: Positional Sleuthing in ONA
• Based on this data:
• Who should Jerry
appoint as his
successor?
• Who do you think Jerry
actually appointed as
his successor? Why?
35

The Importance of Diversity
People who live in the intersection of social
worlds are at higher risk of having good ideas. –
Ron Burt
36

AB
DG
KF
KS
MK
NM
NS
PM
PP
RC
RR
SK
The Diversity Metric: External/Internal Ratio
• Organization
• Expertise
• Age, Tenure
37
AB
AL
BG
DC
GP
MB
PM
SA
AB’s E/I index: .308
DC’s E/I index: -.714
Can be derived from any demographic:
• Social Ties
• Geographic location
• Hierarchical position

Detecting Diversity
• Who is more likely to have
access to new ideas?
– Tom
– Marion
• Why?
38

Strong vs Weak Ties
39
Dunbar’s number: 150
• Strong ties:
– Close, frequent
– Reciprocal
– May be embedded in a
strong “local network”
• Weak ties
– Infrequent interaction
– Likely embedded in other
(diverse) networks
– Accessible as needed

Which Networks Reveal Strong & Weak Ties?
40
“I interact with this person twice a month
or more”
I understand this person’s knowledge and
skills (Agree or Strongly Agree)

Mapping Expertise
• Network maps can also
reveal potential
connections &
collaborations
• A community mapper
tool offers participants
the ability to see people
who “are most like
them” or who are most
interested in a specific
conversation.
41

Organizational Networks Summary
42
• The science of networks has brought insights into the structure
of organizational networks
• Organizational network analysis lets us map relationships to:
• Identify patterns of connection, disconnection, and flows
of knowledge and ideas
• Understand the roles that individuals play and their
potential for enhancing organizational effectiveness
• Developing and sharing maps and metrics helps organizations
to ask good questions and design targeted interventions

KM Interventions
Ways to change patterns in
networks
Practices from the KM Repertoire
Create more connections Make introductions through meetings and webinars, face-to-face events
(like knowledge fairs); implement social software or social network
referral software; social network stimulation
Increase the flow of knowledge Establish collaborative workspaces, install instant messaging systems,
make existing knowledge bases more accessible and usable
Discover connections Implement expertise location and/or; discovery systems; social
software; social networking applications
Decentralize Social software; blogs, wikis; shift knowledge to the edge
Connect disconnected clusters Establish knowledge brokering roles; expand communication channels
Create more trusted relationships Assign people to work on projects together
Alter the behavior of individual nodes Create awareness of the impact of an individual’s place in a network;
educate employees on personal knowledge networking
Increase diversity Add nodes; connect and create networks; encourage people to bring
knowledge in from their networks in the world
43

Mapping Organizational, Personal and
Enterprise Networks: Tools
http://quilting.about.com/od/picturesofquilts/ig/Alzheimer-s-Quilts/The-Ties-that-Bind.htm

What the Tools Can Tell You: Patterns
Core
Periphery
Isolates
Structural Hole
Cluster

What the Tools Can Tell You: Metrics
46
http://blog.optimice.com.au/?p=360

More Patterns
Multi-Hub Hub and Spoke
Stove-piped (Siloed) Clustered
47

What Sorts of Tools Are There?
48
• Range in complexity of
function & cost
• Let you access and map
your own network
Social Media
Graphing apps
Mapping & Analysis
Tools
Personal network
assessment tools
Enterprise Analytics
• High-end measurement &
dashboards
• From introspection to
exploration

Mapping and Analysis Tools

Tool Basics – the Dataset (0s and 1s)
50
Information about the nodes (vertices) and the ties (edges)

Load and Draw…1
51

Load and Draw…2
52

Load and Draw…3
53

Short List of Resources for SNA/ONA Tools
54
http://tinyurl.com/SNA-ONA-Tools

Network Insights Don’t Require Fancy Software
• If it’s a network, you can draw it.
55

On the Internet, What’s in a Tie?
• Social network platforms:
– A Facebook Friend
– A LinkedIn Connection
– A Twitter Following
• Social media content platforms:
– Likes, posts, replies, shares,
and uploads
– Mentions or “retweet”
#hashtags
56

Networks in Social Media
1. Krugman tweets a
link to an article
2. There are a
number of
Tweeters who
publish links to
the article but
these are not
connected to
other Tweeters
3. There are two
densely
interconnected
groups of people
who share the
link and discuss it
57
Analyzing Twitter networks with NodeXL: Broadcast Networks
http://www.pewinternet.org/2014/02/20/mapping-twitter-topic-networks-from-polarized-crowds-to-community-clusters/

Enterprise Networks
58
Syndio Social Uses SNA to Build Management Dashboards

Enterprise Networks
59
…by combining social network platform data with surveys
Highest social capital
Most favorable to change

A Personal Network Perspective
60
Focus Purpose How to Develop
Operational Getting work done
efficiently
Identify people who can
block or support a
project
Personal Develop and maintain
professional skills and
reputation
Participate in
professional
associations, clubs, and
physical and online
communities
Strategic Figure out and obtain
support for future
priorities and challenges
Identify lateral and
vertical relationships
outside your immediate
control
Source: “How Leaders Create and Use Networks,” Herminia Ibarra and Mark Hunter, Harvard Business Review January 2007

Personal Networks: Introspection
61

The PNA (Personal Network Assessment)
62

Personal Network: Cyber Exploration
63
http://inmaps.linkedinlabs.com/
http://www.pattianklam.com/2014/03/changing-the-world-of-work-it-takes-a-network/
http://smartpei.typepad.com/robert_patersons_weblog/2012/10/my-network-revealed-now-what-can-you-learn-about-yours.html

Where’s Kate?
64

Facebook
65
https://apps.facebook.com/namegenweb/

Facebook from NodeXL
66

From Managing Contacts to Leveraging Connections
• What we have learned
from the language of
networks:
– Filters matter because they
give us different views of our
network
– Diversity, weak ties, and
structure matter
– We have agency; we cannot
manage networks, but we can
take actions that will alter
relationships in them and our
ability to leverage them
67
http://www.forbes.com/sites/michaelsimmons/2014/01/14/the-one-thing-you-should-do-after-meeting-anyone-new/
RelateIQ focuses on leveraging
sales contacts. Filters are market,
industry, company, gross sales
Broad.li focuses on how you can
get work done

Summary
68
• Social network analysis tools and methods are available to map
organizational as well as your individual, personal network
• The tools matter less than the network mindset – and the understanding
that the structure of a network matters

http://about.me/pattianklam
• 30 years in software engineering
• 10 years in professional services knowledge management &
methodology (Digital, Compaq, Nortel)
• Independent consultant 13 years; thought leader in knowledge
management and social network analysis
• Charter member of Change Agents Worldwide
69

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