- What The Faff!!ContentsAntecedents and Consequences of Interpersonal Networks.......................................................................2

Similarity..................................................................................................................................................2

Personality...............................................................................................................................................2

Proximity and organizational structure...................................................................................................2

Environmental Factors.............................................................................................................................2

Triadic Closure.........................................................................................................................................2

Networks in Organization............................................................................................................................2

Some Gyaan on Network Terminologies.....................................................................................................3

Degree Centrality.....................................................................................................................................3

Between-ness Centrality..........................................................................................................................3

Milgram’s Six Degrees of Separation...........................................................................................................4

Network Range and Density........................................................................................................................5

Proximity and Networks..............................................................................................................................5

Jobs and Network........................................................................................................................................5

Clique Network........................................................................................................................................6

Network as Gear and Pipes.........................................................................................................................6

Pipes........................................................................................................................................................6

Gear.........................................................................................................................................................6

Network da Limit.........................................................................................................................................7

Ferrazzi's (Ferrari ka judwaa bhai) thumb rule for relationships.................................................................7

Dyslexia...Saare Zameen Par........................................................................................................................7

Antecedents and Consequences of Interpersonal Networks

SimilaritySimilar People interact with each other. Bole toh...wavelength match hota hai. IIM Cluster, ISBian Network etc.

PersonalityCan be both: mainly antecedent. Determines your peer network, your behavior in teams (recall Metabical)

Proximity and organizational structureOrganization structure determines your networks to some extent (Chinese wall) despite your similarity and personality-wala points. A boss and an employee can be friends, but still the structure limits friendships. Further, when friends get promoted, equations change. Like they say in 3 Idiots...Dost jab fire ho jata hai...toh dukh hota hai..but jab dost promote ho jata hai...toh aur dukh hota hai!

Environmental FactorsM&A is an example. But people's networks are like rubber-bands. They first change, then revert back to pre-merger pattern of networks. Then national culture is a factor. For eg. Japanese are group oriented while Americans are individualistic. So Japanese companies might have more density and inter-connectedness.

Triadic Closure Strong Triadic Closure Property is that if a node has strong ties to two neighbors, then these neighbors must have at least a weak tie between them. If A=B and A=C, then B=C at least in a weak way. Linkedin works on this principle..first connection, second connection.Tina is my Friend, Mina is Tina's Friend. mera aur Mina ka kuch toh connection hai...weak hi sahi!

Consequences:

Networks in Organization

that's ur manager Here's ur informal network

206 haddi-wala maamu!

Some Gyaan on Network TerminologiesIn a network, there are nodes(people) and links (relationships).

Degree CentralityCheck the number of connections a node has directly. Basically, the Whore Node ko Dhoondo! But for some level of safety & protection, she only networks with her clique

Between-ness CentralityBut Whore node has some connect with the outside world. through the DALAL node. The Dalal is a key link between the two worlds now. If DALAL has a virus, the entire link has a virus.

Manager's Network

Communication

Advice

Trust

A is the whore. O is the DALAL. A's key customers are B,C, D. O is the DALAL.

Strong Ties of A with BCDEFG- her roz ke customers. Weak ties with O the DALAL.

Milgram’s Six Degrees of Separation Dooori..... Dooori..... sirf 6 step ka hai...

Linkedin works on this principle- that every human is away from the other only by 6 steps. Eeriely true and works.

Paul Revere William DawesHigh Diversity Lowe DiversityLow Redundancy High RedundancyBrokerage- He was an information broker No Brokerage- He was NOT an information brokerMore famous Less Famous

Network Range and Density

Network range= 10= no of rows

Network Density= actual ties/ total possible ties=21/40

Total possible ties generally is matrix size.

Proximity and Networks

Distance increases, network becomes weak. You connect more with people in your school, your office, your section! A reason why many long distance relationships fail!

you'll send 50 mails to bosses and clients, but over 100 mails to your office friends as forwards.

Jobs and Network 56% found jobs through personal contacts.

More jobs (83% of 56% = 46% of total) obtained through “weak” ties.

WHY? Because weak ties are between cliques, strong ones are intra-clique. Toh, my weak tie would be with IIM A fellows through one contact at IIM A. Probability of getting job through IIM is higher. (not because of he being an IIM, but because its a diverse network)

Clique Network- Best Example- Overlapping connection, similar contacts- a bonding function

Think of Expansive Network like Air (now a bit of school chemistry)

Air molecules are loosely bound, but that helps air travel easily. Similarly, Expansive Netwrok provides wavelength over distances

Network as Gear and Pipes

Pipes

A Detective.A Market Research or Equity Research Analyst. Uses network to get information and performs work to achieve superior performance.

Gear

Getting work done through your network to achieve superior performance. Grazie Sonia Ji!

Network da Limit

Ferrazzi's (Ferrari ka judwaa bhai) thumb rule for relationships

Dyslexia...Saare Zameen Par Delegate: power from interdependence, not independence (free riders!) Grease the gear to build trust-influence people with communication skills Expansive Network rather than clique network.

Clique networks for Production and Expansive Network for Marketing, Distribution and even Innovation.

For 21 hunter-gatherer societies (Australia, Guinea, Greenland, etc.), the average number of people in their villages was 148.4

Military planners overtime realized that functional fighting units cannot be > 200 men

Develop a weak tie, phone call/mail once a month

Maintain a weak tie, contact 2-3 times a year

Develop a strong tie, 2 face to face meetings in a year

Finally develop a diversified portfolio of social contacts

P1: In Finance, I teach them to diversify their portfolio. Eggs in different basket you see!

P2: Oh I teach them the same. Only with respect to social contacts

S1: Oh Boss! Why don't u profs practice what you teach? Diversify the marks distribution across students na for once!

EIS bole toh.. Executive Information System!All data from Insead website.

What is the EIS Simulation ? In the EIS Simulation, participants working in groups are challenged to introduce an innovation in a division of a corporation. They have up to 6 months of (simulated) time to convince as many of the 22 members of the division's management team as possible to adopt an important innovation, which in this case is an Executive Information System introduced corporate-wide to increase transparency and reporting.

During the simulation, participants, operating as change agents, can choose among many different initiatives and change management tactics to meet their goal. They may gather information on the managers (the profiles, their relationships, etc.) or may take direct action to try to convince the managers and thus influence their willingness to adopt the proposed innovation.

Each time participants implement a tactic, they immediately receive feedback about the impact of their decisions. The objective is to get as many adopters as possible, overcoming different forms of individual and organizational resistance to change.

WTF- Whats The FaaydaIn today's complex business environment, organisations cannot avoid to innovate, and implementing change has become one of the key tasks of managers. On the other hand - as everybody who has tried to introduce innovations and change in organisations knows by experience - managing change processes and making new things happen is often a difficult, lengthy and sometimes frustrating process.

The EIS Simulation aims at providing managers with a shared experience. An experience which brings them in direct touch with a variety of factors impacting the dynamics of innovation and change in organizational contexts.