MO Final
What are networks, nodes and ties, the geodesic clusters, and where can network data come from
Networks are comprised of nodes (the agents, also known as vertices) and Ties (the relationship between those agents; also known as edges or links) Geodesic: the shortest path between two nodes Data can come from interviews, assessments, emails, surveys, public records, company records, and observation
In degree centrality
Number of people who name a given a certain person (to whom do you for advice); often used as a measure of prestige
degree centrality
Represents the number of contacts to whom a person is connected in a social network.
What is collective intelligence and how it is different from general intelligence?
Shared or group intelligence that emerges from the collaboration, collective efforts and competition of many individual agents The general ability of a group to perform a wide variety of tasks The general ability of a group to perform a wide variety of tasks The individual level: The G factor; IQ, talent, and skills you bring a team The team level: C factor (collective intelligence factor)
What leads to collective intelligence?
The drivers of collective intelligence is group communication, and group composition Psychological safety affects group communication and therefore collective intelligence. Driver: member status differences (-), leader coaching and support (+), level of familarity/ prior interaction (+)
ZOPA (Zone of Possible Agreement)
The set of all possible deals that would be acceptable to both parties . The ZOPA is the space between one party's reservation value and the other party's reservation value
group composition
Turn taking to ensure everyone has the opportunity to equally voice their thoughts This will reap the full benefits of the diversity within a team. Uneven distribution in speaking turns negatively affects c-factor
Framing social innovations/internal selling
Why: opporutnity structure creates context for idea or innovation | frames - connect your solution to the problem | effective for both potential allies and decision makers Who: Who are the key decision makers; mavens: important info | Connectors: connect people | high internal influence who can help champion an idea: sales people How: Use existing forums where possible; adapting existing programs where possible; pilot programs are easier to sell than the whole thing
What is group think
a kind of faulty thinking in which highly cohesive groups do not devote the critical scrutiny necessary to the decision at hand due to social pressures to reach consensus
the power paradox
although people often gained power through traits and actions that advances the interest of others, once power is gained and people feel powerful, those admirable behaviors tend to be replaced with selfish and unethical behavior
Scarcity Principle
asserts that opportunities seem more valuable when their availability is limited Tactic: highlight unique benefits and exclusive information
Connector
exactly what it sounds like
How to diagnose powerful departments
functional background of key executives provides clues as to which perspectives hold the most sway--these powerful departments influence corporate strategy
Mavens
high in degree, specialist
Clueless and/or consultative
high out-degree advice networks i.e high out degree in the adivce network with low in-degree (for clueless) and a decent in-degree (for consulative)
Closeness Centrality
how few steps it takes to get to everyoe else; smaller = more central
betweenness centrality
how often is a given person on the shortest path between every other node; e.g: ATL and ORD have high betweeness centrality because they are key layover airports
Eigenvector centrality
how well connected are the people to whom a given person is connected (friends of friends?) Or Direct friends
new power prescription (e.g., situational, relational, and dynamic aspects of power)
instead of controlling others' actions via reward and punishment, it is more effective (and ethical) to cultivate and leverage other forms of influence Situational: power is not derived from personal characteristics and reosurce control; it is largely dependent on the broader context Now- it is more ethical to leverage other forms of influence. : 1. Understanding context and those you want to influence; power is sitautonal (dependent on context); action: you need to understand your stakeholders 2. tending to relationships by reciprocating things and inviting others to collaborate | power is relational--> power is created by the types of relationships you form and the quality of those relationships | action: create and maintain ties and coalitions 3. adapting to situational and relational landscape with a learning and experimenting mindset | power is dynamic, it is not static and that situations and relationships change over time, which means your ability to influence change in those situations | action: continually monitor the situation, create and cultivate relationships
Intergrative bargaining
negotiation that seeks one or more settlements that can create a win-win solution involves value creation, multiple issues and is interest based bargaining
Distributive Bargaining
negotiation that seeks to divide up a fixed amount of resources; a win-lose situation involves one issue fixed sum structure (one's party gain is another party's loss) Conflicting interests: each party is typically trying to maximize their share
out degree centrality
number of people a given person names; clueless and/or consultative people have a high out-degree in advice network
Power and obedience to authority (Milgram's Experiment)
obedience: compliance with or submission to someone else's wishes or directives, often induced by those in a position of power or authroity milgram: people go crazy with power agentic shift: At some point, people stop resisting and give up control; they come to see themselves as agents for executing the wishes/orders of another
Small world (kevin bacon)
one in which everyone can reach everyone else in a few steps. It affords near-maximum connectivity with a near minimum number of connections In context: The average chain length from a study (milgram's test 1967) was short because there are few connectors who bring together many separate worlds. The paradoz is that even when most of our connections are local, any pair of people can be connected by a fairly small number of relational steps
Liking principle
people comply withequess of people they know and like We assume that people who like us are less likely to take advantage of us tactics: uncover real similarities and offer genuine praise similarities: education, hobbies, politics, shared experience genuine praise: flattery and compliments that are not perceived as manipulated
Authority principle
people defer to credible experts we naturally respect these figures- generally possess greater expertise, knowledge, info tactic: reveal your expertise (uniforms, highlight most relevant and convincing credentials, expertise experience)
The resource based view of power (carrots and sticks)
power is the ability to leverage one's access over valued resources to control others -provide/withhold resources, administer/refrain from punishment people depend on you for resources (information, control over uncertainty, financial/human/social capital)
How to overcome resistance/resistors
refer to pic
What is social capital and what are its benefits
relationships with others-friends, colleagues, and acquitances-through which you receive opportunities and use your financial and human capital It is relational and not exclusively yours, must be actively maintained, it is ijmportant that you add value to the relationship through reciprocity Benefits: -Access: receiving valuable information and knowing who can use it -Diversity: knowing different types of information -Timing: knowing important information before competitors -Referrals: getting your name to the right people at the right time
Structural holes
social gaps between groups in a social network where there are few relationships bridging the groups
Strong ties vs weak ties (granovetter study)
strong: interact frequently, know each other well, closely related, and similar interests/backgrounds. Need a lot of matienanence to stay healthy weak: less interaction, know each other less, diverse backgrounds/interests; do not meed much maintenance to stay healthy 55% of people find their jobs thru connection, 83% of them come from a second degree takeway from study: Often the 2nd or 3rd degree connection (linkedin) that ends up surprisingly helpful in networking endeavors.
Be able to identify the important consequences of one's network position
the quality of your ties (genuine, reciprocal) is important for you to reap the benefits
reciprocity principle
the rule that one should pay back in kind what one receives from others Golden rule, creates sense of obligation Explicit: gift, favor Implicit: door in the face technique - ask something big at first, then lower the request to sound reasonable
S-shaped innovation curve for modeling diffusion
tippint point is where on the S curve where the future adoption is self generating Innovators, early adopters, early majority, late majority, ressistors
Direct vs indirect ties
what it sounds like 1. fully connected network is when everyone is connected via direct ties | Geodesic = 1 2. star network is when aside from the star center, everyone else is connected via indirect ties | Geodesic = ~2
Managing attitudes to promote change
1) Pick lowest fruit first 2) Identify powerful people who are likely champions (can help with social influence) --> Will help bias the opinions of the undecided majority Humans are bounded rational and social beings and under conditions of uncertainty, we rely on the opinions of trusted voices when interpreting and evaluating options The network of the innovators and champions are crucial communication media in the early stages of change *General goal: keep bandwagon going
Maximizing joint value
(1) Maximize congruent aspects (2) Trade off integrative aspects -Discover what the other party values more than you do -Recognize the things you value more than the other party does -Budge on things that the other party values more than you do in exchange for things you value more than the other party (3) Compromise on distributive aspects (meet in the middle)
Structure of negotiation
- Congruent Aspects (Identical preferences) - Distributive Aspects (Win/Lose, single issue) - Integrative Aspects (Win/Win, multiple issues)
social proof principle
Individuals evaluate what is correct by listening to or observing others Hotel: "join your fellow guests in helping to save the enviroment" to reuse towels
what are the 4 stages in individual
Awareness, interest, trial (target is prepared to evaluate the cost and benefits of the innovation and access innovation's probability of success), adoption (uses it regularly)
Dense vs sparse networks (e.g origins, advantages, disadvantages)
Dense network: the number of ties of each node has approximates the total number of nodes in the network. A fully connected network is maximally dense -everyone in the network tends to know the same information -tend to have the same perspective of the world -cohesive unit -cons: group think Sparse network: Connected by only a low number of ties; minimally dense -more contacts who do not know each other -limited number of strong ties and often has many weak ties -pros and cons: diversity could lead to conflict at first, but with the right enviroment could lead to great idea generation to tackle diverse issues
What are directed vs undirected network ties and what can we tell from them?
Directed: ties or edges between nodes have a specific direction. Meaning that the relationship between Node A and Node B may not be the same as the relationship of the inverse Undirected: the relationship between two nodes is symmetric, meaning it is the same regardless of the order of the nodes We can tell: Nature of relatiosnhips, reciprocity, communication or influence flows
What is an ego network vs a complete (global) network
Ego network: individual data through interviews, assessments, email traffice Complete netowrk: full network data through direct surveys and/or as a by-product (emails)
What is pluralistic ignorance?
Leads to conformity, when virtually every member of a group privately feels one way, yet believes that virtually everyone else privately feels another way. The discrepancy between people's private feelings and public acts and this leads to conformity
what are group think's symptoms
Overestimation of the group which includes the illusion of invulnerability (creates excessive optimism that encourages taking extreme risks) and collective rationalization (members discount warnings and do not reconsider their assumptions). Self censorship which includes pressure toward uniformity (members under pressure to withhold arguments against the group's views) and illusion of unanimity (majority view and judgments are assumed to be unanimous) Escalation of commitment: patterns of interactions early on determine actions throughout the life of the group. Groups continue to confirm their earliest decision despite exposure to alternatives
consistency principle
People tend to align their behavior with their commitments Society values consistency; people want to avoid cognitive dissonance Tactic: have people make active, public, and voluntary commitments Implicit tactic: Start with a small request to which the target will agree, then ask for a larger related request - the target wants to be consistent
interest-based bargaining
Problem-solving bargaining based on a win-win philosophy and the development of a positive long-term relationship Position: a deal term stance (I want to work in the Detroit office) Interest: an underlying reason why (I want to see my family often)
BATNA
best alternative to a negotiated agreement (standard against which any proposed agreement should be measured - standard which can protect you both from accepting terms that are unfavorable and from rejecting offers that are in your interest to accept)
Brokerage vs closure (e.g structural holes, benefits of brokerage vs closure)
brokerage is about developing weak ties closure is about developing strong ties; building trust and community within clusters pic is anatomy of a social network:
logrolling vs compromise coalitions
coalitions: collections of individuals or organization that acts as one voice compromise coalitions: Finding an agreeable middle gorund between two opposing positions logrolling coalitions: leveraing parties' uncommon intersts; trading favors on issues to which is relatively indifferent
