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How Social Networking is Changing How We Collaborate and Share Information


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The "social" factor in the way things really work and how we might think about it from discovery, strategic planning and design, execution, measurement and management.

Presentation made at the Convurge Conference in June 2007.

Published in: Business, Technology, Education
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How Social Networking is Changing How We Collaborate and Share Information

  1. 1. How Social Networking is Changing How We Collaborate and Share Information Social Networks and Social Network Analysis Lynn Reyes IBM Corporation June 10, 2007
  2. 2. <ul><li> Redefinition of “interaction” through the socialization of information </li></ul><ul><li> Co-evolution of business, work and technology </li></ul><ul><li> Shift in power structures from hierarchical to diffuse and horizontal </li></ul><ul><li> Openness of business ecosystems, marketplaces and communities </li></ul><ul><li> Emergence of 3D people into the global economy </li></ul>What’s going on? <ul><li>&quot;The way in which ideas are shared and formulated, opinions are developed and advocated, preferences created, awareness generated – all of those things, the world of ideas, the world of dialog – that world is changing ... It's one of the greatest things, most threatening things, most interesting things that has happened in our lifetimes,“ </li></ul><ul><li>John Iwata, </li></ul><ul><li>Senior VP, IBM </li></ul>Avatar: Lynn Tizona
  3. 3. What does this mean for government? <ul><li>The social / human factor matters … </li></ul><ul><li>Constituents will continue to demand “more” because of the availability information and the “experiences” they have with it </li></ul><ul><ul><li>The rise and sociotechnical fusion of the “persona” </li></ul></ul><ul><ul><li>Notions of time and space (collapsing) </li></ul></ul><ul><li>Power and possibility of networks </li></ul><ul><ul><li>Communities – social networks – become a reservoir of information as to what public outcomes truly matter </li></ul></ul><ul><ul><li>The patchwork of communication within these networks requires the mindset, attention and resources to turn information into societal intelligence </li></ul></ul><ul><ul><li>At the same time these networks are a resource for carrying out the business of government today … </li></ul></ul><ul><ul><li>… and shaping how the government needs to evolve tomorrow </li></ul></ul>
  4. 4. Social Networking applies to individuals, organizations, countries – it’s the way the world works <ul><li>What is a social network? </li></ul><ul><li>A group </li></ul><ul><li>A set of nodes with roles and attributes </li></ul><ul><li>A set of links that connect the nodes that have strength </li></ul><ul><li>Relationships </li></ul>Nodes Links Who talks to whom
  5. 5. What is Social Network Analysis (SNA) and why is it important? <ul><li>What is it? </li></ul><ul><ul><li>A Social Network Analysis (SNA) is a set of methods and statistics that shows how people and communities collaborate </li></ul></ul><ul><li>Why is it important? </li></ul><ul><ul><li>Explicitly recognizes how the world works – the context and the community within which people discover, learn, share, make choices, work together </li></ul></ul><ul><ul><li>Surfaces unique voices and different points of view </li></ul></ul><ul><ul><li>Illuminates trust-based currencies (types of capital) that motivate, drive or influence behavior </li></ul></ul><ul><ul><li>Facilitates problem-solving within the Triple Paradox </li></ul></ul><ul><ul><li>Reveals network-based opportunities to collaborate, problem-solve, respond, innovate, and function more effectively </li></ul></ul>
  6. 6. Social Networks Matter: The case of high performers <ul><ul><li>High performers occupy network positions that bridge otherwise disconnected clusters of people </li></ul></ul>Cross et al How Top Talent Uses Networks and Where Rising Stars Get Trapped. Research Report Brian Uzzi and Shannon Dunlap. How To Build Your Network. HBR Dec 2005
  7. 7. Social Networks Matter: The Case of High Performing Teams Low Performing Team High Performing Team Communication : How often do you communicate with this person about opportunities? <ul><ul><li>High performing teams have a richer set of connections and less centralization of communication and decision-making </li></ul></ul>
  8. 8. Social Networks Matter: The Structure Must Fit The Work <ul><ul><li>Networks are optimally structured differently for different kinds of work </li></ul></ul>Rob Cross, Jeanne Liedtka, Leigh Weiss. A Practical Guide to Social Networks. HBR March 2005
  9. 9. The socialization of information and social networking compels several key considerations <ul><li>Navigating the Triple Paradox </li></ul><ul><ul><li>“ Big – Small” … scope </li></ul></ul><ul><ul><li>“ Too much – Too little” … information </li></ul></ul><ul><ul><li>“ Individual – Collective” … transparency, accountability, reliability </li></ul></ul><ul><li>Aligning culture and measurement systems </li></ul><ul><li>How the social networks shape the strategic “vocabulary” </li></ul><ul><li>How information is architected and “expressed” visually to enable </li></ul><ul><li>complex decision-making </li></ul><ul><ul><li>Decoupling  from “IT” to “I & T” </li></ul></ul><ul><li>Enabling collaboration while managing distributed knowledge </li></ul>
  10. 10. Key questions <ul><li>What if these networks were visible? Engaged differently? </li></ul><ul><li>How can we enable and leverage these networks to </li></ul><ul><ul><li>Define, focus and deliver “value”? </li></ul></ul><ul><ul><li>Understand and address the Triple Paradox in the process? </li></ul></ul><ul><li>Given the socialization of information, how can we integrate it into contributing meaningfully, making and expressing progress towards the outcomes we share? </li></ul><ul><li>What does “architecture” have to do with it? </li></ul><ul><ul><li>How can we strike the balance between </li></ul></ul><ul><ul><li>“elegant interactions / experiences” and “elegant design”? </li></ul></ul>