How do ‘networks’ enable/inhibit organisational work? <ul><ul><li>PS428 Online Group Discussion </li></ul></ul><ul><ul><li...
Outline <ul><ul><li>1. Introduction </li></ul></ul><ul><ul><li>2. Social Network Analysis </li></ul></ul><ul><ul><li>3.  C...
Social Network Analysis <ul><ul><li>Networks are the aggregation of links between any collectivity of agents (people, in t...
Social Network Analysis <ul><ul><li>From a organisational development perspective we </li></ul></ul><ul><ul><li>ask 3 ques...
Social Network Analysis <ul><ul><li>... Then studying and understanding social networks can tell us... </li></ul></ul><ul>...
Social Network Analysis <ul><ul><li>Social networks can...  </li></ul></ul><ul><ul><li>improve information flow and knowle...
Social Network Analysis <ul><ul><li>6 types of networks </li></ul></ul><ul><ul><li>work networks,  </li></ul></ul><ul><ul>...
Social Network Analysis
Social Network Analysis <ul><ul><li>Mapping these will generate a typology... </li></ul></ul><ul><ul><li>of primary nodes....
Social Network Analysis <ul><ul><li>Types of Connections:  </li></ul></ul><ul><ul><li>Clusters/cliques </li></ul></ul><ul>...
Co-opetition <ul><ul><li>Collaboration and competition  </li></ul></ul><ul><ul><li>Can be internal and external </li></ul>...
Actor Network Theory <ul><ul><li>The production of knowledge relies on networks of relationships.  </li></ul></ul><ul><ul>...
Actor Network Theory <ul><ul><li>Assumption of ‘generalised symmetry’:  </li></ul></ul><ul><ul><li>No privilege of a point...
Actor Network Theory <ul><ul><li>Four moments of translations are described:  </li></ul></ul><ul><ul><li>Problematisation ...
Actor Network Theory
Actor Network Theory <ul><ul><li>Two aspects of relevance:  </li></ul></ul><ul><ul><li>Stable networks are stable for some...
Actor Network Theory <ul><ul><li>Allegoric example:  </li></ul></ul><ul><ul><li>Allergy to onions = minor disability </li>...
Actor Network Theory <ul><ul><li>Differences on stabilisation: </li></ul></ul><ul><ul><li>Within a network </li></ul></ul>...
Problems & Challenges <ul><ul><li>1. Without identifying a project manager or coordinator type of person in the group, it ...
Implications <ul><ul><li>1.  Formal interventions of the group process contribute to knowledge integration and task execut...
Upcoming SlideShare
Loading in …5
×

Networks and Organisational Work

1,440
-1

Published on

Presentation for Knowledge and Networks course

Published in: Technology, Education
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,440
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide

Networks and Organisational Work

  1. 1. How do ‘networks’ enable/inhibit organisational work? <ul><ul><li>PS428 Online Group Discussion </li></ul></ul><ul><ul><li>Presentation </li></ul></ul><ul><ul><li>Neil Poduke, Sarah Otner, Vinti Mehtal, Grace Hong, Toru Jhaveri, Eduardo Pereira-Filho, Anna Maron </li></ul></ul>
  2. 2. Outline <ul><ul><li>1. Introduction </li></ul></ul><ul><ul><li>2. Social Network Analysis </li></ul></ul><ul><ul><li>3. Co-opetition </li></ul></ul><ul><ul><li>4. Actor Network Theory </li></ul></ul><ul><ul><li>5. Our Own Experience </li></ul></ul>
  3. 3. Social Network Analysis <ul><ul><li>Networks are the aggregation of links between any collectivity of agents (people, in the case of organizations; organizations in the case of large-scale collaborations, etc) </li></ul></ul>
  4. 4. Social Network Analysis <ul><ul><li>From a organisational development perspective we </li></ul></ul><ul><ul><li>ask 3 questions: </li></ul></ul><ul><ul><li>(i) where do we want to go? </li></ul></ul><ul><ul><li>(ii) what is going on (where are we)? </li></ul></ul><ul><ul><li>(iii) how do we get there? </li></ul></ul>
  5. 5. Social Network Analysis <ul><ul><li>... Then studying and understanding social networks can tell us... </li></ul></ul><ul><ul><li>(i) what kind of informal network structures would we like to see operating </li></ul></ul><ul><ul><li>(ii) what are the current networks? Intra-organisation? Inter-organisation?; </li></ul></ul><ul><ul><li>(iii) how do we work with the existing networks? </li></ul></ul>
  6. 6. Social Network Analysis <ul><ul><li>Social networks can... </li></ul></ul><ul><ul><li>improve information flow and knowledge-reuse; </li></ul></ul><ul><ul><li>identify bottlenecked information (who hoards, etc) </li></ul></ul><ul><ul><li>drive planned and emergent innovation; </li></ul></ul><ul><ul><li>nurture value-creating interactions; </li></ul></ul><ul><ul><li>influence knowledge creation and dissemination </li></ul></ul><ul><ul><li>enable organisational change </li></ul></ul>
  7. 7. Social Network Analysis <ul><ul><li>6 types of networks </li></ul></ul><ul><ul><li>work networks, </li></ul></ul><ul><ul><li>social networks, </li></ul></ul><ul><ul><li>innovation networks, </li></ul></ul><ul><ul><li>expert knowledge networks, </li></ul></ul><ul><ul><li>career networks, </li></ul></ul><ul><ul><li>learning networks, </li></ul></ul><ul><ul><li>(virtual networks) </li></ul></ul>
  8. 8. Social Network Analysis
  9. 9. Social Network Analysis <ul><ul><li>Mapping these will generate a typology... </li></ul></ul><ul><ul><li>of primary nodes... </li></ul></ul><ul><ul><li>-Hubs </li></ul></ul><ul><ul><li>-Gatekeepers </li></ul></ul><ul><ul><li>-Pulse takers </li></ul></ul>
  10. 10. Social Network Analysis <ul><ul><li>Types of Connections: </li></ul></ul><ul><ul><li>Clusters/cliques </li></ul></ul><ul><ul><li>Weak ties </li></ul></ul><ul><ul><li>Small world networks </li></ul></ul><ul><ul><li>Preferential attachment </li></ul></ul>
  11. 11. Co-opetition <ul><ul><li>Collaboration and competition </li></ul></ul><ul><ul><li>Can be internal and external </li></ul></ul><ul><ul><li>Carries synergistic benefits </li></ul></ul><ul><ul><li>Enhances knowledge sharing </li></ul></ul><ul><ul><li>Enables organisational work </li></ul></ul><ul><ul><li>Can potentially harmful </li></ul></ul>
  12. 12. Actor Network Theory <ul><ul><li>The production of knowledge relies on networks of relationships. </li></ul></ul><ul><ul><li>Network is understood as a result of power translation. </li></ul></ul><ul><ul><li>Translation is a process in which a few obtain the legitimate right to represent many silent actors. </li></ul></ul><ul><ul><li>However, this process is always contested and demands continuous negotiation. </li></ul></ul>
  13. 13. Actor Network Theory <ul><ul><li>Assumption of ‘generalised symmetry’: </li></ul></ul><ul><ul><li>No privilege of a point of view and no censorship of any interpretation; </li></ul></ul><ul><ul><li>No distinction between social and technical aspects of the problem; </li></ul></ul><ul><ul><li>No distinction between human and non human (all are actants ). </li></ul></ul>
  14. 14. Actor Network Theory <ul><ul><li>Four moments of translations are described: </li></ul></ul><ul><ul><li>Problematisation </li></ul></ul><ul><ul><li>Interessement </li></ul></ul><ul><ul><li>Enrolment </li></ul></ul><ul><ul><li>Mobilisation </li></ul></ul>
  15. 15. Actor Network Theory
  16. 16. Actor Network Theory <ul><ul><li>Two aspects of relevance: </li></ul></ul><ul><ul><li>Stable networks are stable for some. </li></ul></ul><ul><ul><li>We are simultaneously multiple members and marginalised </li></ul></ul>
  17. 17. Actor Network Theory <ul><ul><li>Allegoric example: </li></ul></ul><ul><ul><li>Allergy to onions = minor disability </li></ul></ul><ul><ul><li>Restaurants (disbelief of the chief X picking little slivers or close examining the plate) </li></ul></ul><ul><ul><li>McDonald’s (long time to prepare an special sandwich X scrap off onions with a plastic knife) </li></ul></ul><ul><ul><li>= individual cost of surveillance OR institutionalised process </li></ul></ul><ul><ul><li>= economic significance (vegetarian) OR social/political concern (handicap) </li></ul></ul>
  18. 18. Actor Network Theory <ul><ul><li>Differences on stabilisation: </li></ul></ul><ul><ul><li>Within a network </li></ul></ul><ul><ul><li>Between networks </li></ul></ul><ul><ul><li>For whom network is stable </li></ul></ul><ul><ul><li>For whom network is not stable </li></ul></ul><ul><ul><li>= ongoing negotiation of identity </li></ul></ul>
  19. 19. Problems & Challenges <ul><ul><li>1. Without identifying a project manager or coordinator type of person in the group, it is difficult to facilitate the online discussions effectively given the voluntary nature of the formation of the group. </li></ul></ul><ul><ul><li>2. Group members have different angles and sub-topics of interests regarding knowledge and networks, but the attention of the possible interaction and debates of these ideas did not happen because: </li></ul></ul><ul><ul><li>a) People are learning to use the tool, Google Group </li></ul></ul><ul><ul><li>b) Other coursework priorities </li></ul></ul>
  20. 20. Implications <ul><ul><li>1. Formal interventions of the group process contribute to knowledge integration and task execution </li></ul></ul><ul><ul><li>2. The limitation of the ICT as an effective tool in collaboration and the group process </li></ul></ul><ul><ul><li>3. Questions we take away from the online discussion </li></ul></ul><ul><ul><li>a) How useful is the autonomous flexibility of the online tool in knowledge integration </li></ul></ul><ul><ul><li>b) The task itself is a group-learning component of the PS428 course. What is the nature of collective learning? </li></ul></ul>

×