Conducting an Organizational Network Analysis Rob Cross Andrew Parker

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Conducting an Organizational Network Analysis
Rob CrossAndrew Parker

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Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships
Constructing and administering the survey
Visual analysis of organizational
networks Quantitative analysis of organizational
networks Create meaningful intervention
plans Assess progress and outcomes
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Successful ONAs (w/Current Technology) Share
Common Parameters

• Group size between 25-300
• Beneath 25 you often find you are telling people
  what they already know (or thought they knew).
• Above 300 is time consuming on the first bounded
  network questionespecially for people that know
  many others.
• Groups that span boundaries make it possible to
  locate hidden fragmentation points undermining
  network effectiveness
• Functional, hierarchical and organizational
  lines.
• Physical distance as well as cultural or
  expertise differences.
• Groups where strong sponsorship can be readily
  attained are preferable as this facilitates the
  response rate as well as actions taken from the
  findings.

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Groups Where ONA Commonly Applied

• Improving effectiveness of functions or business
  units.
• ONA can help leaders assess the extent to which
  collaborations throughout their unit are 1)
  aligned with strategic objectives and 2)
  generating measurable business value.
• Promoting lateral coordination throughout an
  organization.
• ONA can help identify opportunities in networks
  that span functions, geographies or process
  steps.
• Driving innovation in new product development,
  RD or market facing functions.
• ONA can isolate how and where leveraging
  expertise in a network will either support or
  impede innovation efforts.
• Facilitating large-scale change or merger
  integration.
• ONA pre-change can identify key players to work
  through and retain. During change can inform key
  interventions. Post change can ensure appropriate
  integration.
• Supporting Communities of Practice.
• ONA can help to rapidly form and improve
  effectiveness of communities by working through
  the network to more efficiently improve
  collaboration and business results.
• Forming strategic partnerships or assessing
  client connectivity.
• ONA can illuminate the effectiveness of external
  ties to strategic partners or clients in terms of
  information flow, knowledge transfer, and
  decision-making.
• Talent management and leadership development.
• ONA can help improve leadership effectiveness
  and replicate high performance throughout an
  organization.

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Innovation and Revenue Growth

• Promoting innovation and top line revenue growth
  through networks.
• Innovation biases 1) Fragmentation 2)
  Domination/Marginalization 3) External Leverage.
• Five practices to drive innovation.

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Lateral Coordination (e.g., CoPs) and Large
Scale Change

• Promoting efficiency, innovation and value
  creation in laterally distributed groups.
• Target interventions via 1) brokers 2)
  awareness 3) innovation potential 4) value
  creation and 5) engagement.
• Drive efficient collaboration and value (both
  organizational and individual).

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Talent Management and Leadership Development
Structure

• Talent management.
• Improving on-boarding (new and experienced hires)
  and avoiding knowledge loss crises
• Replicating high performer networks (structure,
  relations and behaviors) via career development
  and/or coaching.

Behaviors
Relations

• Leadership effectiveness.
• Considering leadership as the ability to execute
  through networks.
• as well as manage personal connectivity.

Learning Traps Social Support
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Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships
Constructing and administering the survey
Visual analysis of organizational
networks Quantitative analysis of organizational
networks Create meaningful intervention
plans Assess progress and outcomes
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Two Types of Network Analysis

• Bounded Networks -- Interactions among a
  pre-defined group.
• Example -- Mapping a global consulting practice.
• Benefits -- Understand how a given group works.

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Which Network Questions Should I Include?

• The information network is the key to
  understanding how work gets
• done in organizations (communication networks are
  often too broad).

How frequently have you acquired information
necessary to do your work from this person in the
past three months? Responses daily, weekly,
month, quarterly, yearly.
Please indicate the extent to which each person
provides you with information you use to
accomplish your work. Responses very
effective, effective, ineffective, very
ineffective.

• Frequency question is easy to interpret and
  validate
• But it does not account for usefulness of
  information or that infrequent information ties
  may be very important

• Effectiveness question accounts for the
  usefulness of information
• But it is heavily based on peoples perception
  and is more difficult to validate

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The Awareness Network Gives a Latent View of a
Groups Connectivity
I understand this person's knowledge and skills.
This does not necessarily mean that I have these
skills or am knowledgeable in these domains but
that I understand what skills this person has and
domains they are knowledgeable in. Responses
Strongly disagree, disagree, agree, strongly
agree.
How frequently have you acquired information
necessary to do your work from this person in the
past three months? Responses I do not know this
person, daily, weekly, month, quarterly, yearly.

• People do not access all of their network all of
  the time. The awareness network illustrates the
  potential of the network.

• The yearly and above information network has a
  very high correlation with the awareness network.
  
• If you are looking at a large network consider
  choosing this option to reduce the length of the
  survey.

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Other Types of Collaboration to Consider
Problem Solving How effective is each person in
helping you to think through challenging problems
at work? Responses very effective, effective,
ineffective, very ineffective.
Innovation Whom are you likely to turn to in
order to discuss a new or innovative idea?
Responses Never turn to, sometimes turn to,
frequently turn to.

• When the network is client focused it is
  important to understand problem solving
  relationships.
• It can be very informative to compare problem
  solving and information networks, especially
  after large scale change or a merger/acquisition.
  

• When the group is focused on new product
  development or RD it is a good idea to ask about
  innovation.
• Many newly formed groups do not have innovation
  ties between legacy groups.

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We Can Also Assess Value Creation or Cost
Relationally in a Number of Ways
Interaction Time Please indicate the typical
amount of time you spend preparing for and in
interaction with each person listed below.
Responses 0 hours, 1-3 hours/week, 3-8
hours/week, 8 hours/week.
Time Saved Please provide an estimate for the
typical time saved per month as a result of
information, or other resources received from
each person. Responses 0 hours, 1-3 hours, 3-10
hours, 10-20 hours, 20 hours.
Time saved 1,035 hours saved at 100/hr
103,500
Time spent preparing 3,630 hours cost at
100/hr 363,000

• Estimating time saved is helpful with routine or
  process-based work. Other measures can be more
  appropriate to measure revenue or value creation
  in project-based or non-routine work.

• Looking at interaction time Is useful in
  assessing hidden costs due to decision-rights or
  politics. It is also helpful before and after
  organizational change initiatives to assess
  impact.

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It is Also Important to Look at Expressive Ties
that Affect Quality of Work Life.
Energy When you interact with this person, how
does it affect your energy level? Responses
de-energized, no effect, energized.
Personal Support Please indicate the extent to
which each person provides you with personal
support. Responses Never, rarely, often, very
often.

• When trying to understand networks holistically
  it is worthwhile examining the extent to which
  personal support occurs.
• Other similar questions include career advice.
  trust and friendship.

• When there is upheaval in a network, such as
  during organizational change it is important to
  understand where the energizing hubs and
  de-energizing sinks are.

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Example Network Questions

• Communication
• How often do you talk with the following people
  regarding lttopic xgt?
• How much do you typically communicate with each
  person relative to others in the group?
• Information
• How frequently have you acquired information
  necessary to do your work from this person in the
  past three months?
• Please indicate the extent to which each person
  provides you with information you use to
  accomplish your work.
• From whom do you typically seek work-related
  information?
• To whom do you typically give work-related
  information?
• Problem solving
• Whom do you typically turn to for help in
  thinking through a new or challenging problem at
  work?
• How effective is each person in helping you to
  think through new or challenging problems at
  work?
• Innovation
• Whom are you likely to turn to in order to
  discuss a new or innovative idea?
• Knowledge awareness
• I understand this person's knowledge and skills.
  This does not necessarily mean that I have these
  skills or am knowledgeable in these domains but
  that I understand what skills this person has and
  domains they are knowledgeable in.
• Access
• When I need information or advice, this person is
  generally accessible to me within a sufficient
  amount of time to help me solve my problem.
• Engagement
• If I ask this person for help, I can feel
  confident that he or she will actively engage in
  problem solving with me.

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Example Network Questions

• Decision making
• Please indicate whom you turn to for input prior
  to making an important decision.
• Communicate more
• I would be more effective in my work if I were
  able to communicate more with this person.
• Task flow
• Please indicate the extent to which people listed
  below provide you with inputs necessary to do
  your job.
• Interaction time
• Please indicate the typical amount of time you
  spend preparing for and in interaction with each
  person listed below.
• Effectiveness
• For you to most effectively perform your work,
  please indicate the amount of time you would
  increase or decrease with each person below.
• Time saved
• Please provide an estimate for the typical time
  saved per month as a result of information,
  advice or other resources received from each
  person.
• Friendship
• Please indicate the people you consider to be
  personal friends, that is, those people you see
  most frequently for informal activities such as
  going out to lunch, dinner, drinks, visiting one
  anothers homes, and so on.
• Career support
• Please indicate who has contributed to your
  professional growth and development. Include
  people who have taken an active interest in and
  concerted action to advance your career.
• Personal support
• Please indicate people you turn to for personal
  support when your work is going poorly, a project
  is failing or when you are frustrated with
  certain decisions.
• Energy

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Demographics and Homophily

• The following demographic questions, when
  combined with relational data, can help identify
  common splits in a network by virtue of formal
  structure
• What is your hierarchical level?
• What is your function?
• What is your location?
• How long have you worked for firm xyz?
• How long have you worked in your current role?
• How long have you worked in the industry?
• What project are you principally dedicating time
  to?
• How much time do you spend in the office?
• The following demographic questions when combined
  with relational data can help identify common
  splits in a network by virtue of homophily
• What is the highest level of education you have
  attained?
• What is your gender?
• What is your age?
• What is your ethnicity?

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Demographics and Technical Competencies

• The following question when combined with network
  data can help identify where collaboration within
  technical competencies is occurring and where I
  is not
• Below we have listed 12 functional competencies /
  skills relevant to this group. Please indicate
  the top two or three in which you feel you have
  the greatest expertise.

Well connected competency
Sparsely connected competency
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Demographics and Culture

• The following questions when combined with
  network data can help identify where cultural
  differences are a barrier to collaboration
• Please assess the extent to which each
  characteristic below is valued at Organization
  XX currently
• Nonhierarchical and inclusive
• A caring meritocracy
• Strong apprenticeship and mentoring
• Obligation to dissent is upheld
• Innovation and adaptability
• Creative problem solving
• Open, nonselective knowledge and information
  sharing
• Open and constructive feedback process
• Responses very limited extent, limited extent,
  large extent, very large extent

• This is only a selection of questions. The
  questions should be designed to fit the
  organization. Pre-survey interviews with a
  representative sample of people are also a good
  way of identifying cultural dimensions upon which
  items can be crafted.

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Choosing Meaningful and Actionable Name Generator
Questions if Including a Personal Network
Component

• Please identify up to fifteen people that are
  important in terms of providing you with
  information to do your work or helping you think
  about complex problems posed by your work. These
  may or may not be people you communicate with on
  a regular basis and can come from within firm xyz
  or outside (e.g. clients, friends in other
  organizations, former classmates, family, etc.)
• Increase or decrease the number of people
  depending upon how strategically important it is
  to understand how a person is connected within
  the organization or to people outside the
  organization.
• You can be more specific about the type of
  information being provided, e.g. technical
  information, information about product xxx, etc.
• You can also ask who comes to you for
  information.
• Focus on a different issue such as problem
  solving if that is pertinent to the work done by
  the group.

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Choosing Meaningful and Actionable Name
Interpreter Questions if Including a Personal
Network Component

• Choose name interpreter questions that examine
  the issues you believe are making the group less
  effective.
• Please indicate each persons functional group,
  e.g. (within my team outside my team, within my
  area outside my area, within IT, outside IT,
  within firm xyz outside firm xyz).
• This allows you to look at the spread of an
  individual's network and the extent to which it
  is insular.
• Please indicate the primary way in which you
  interact with each person, e.g. (unplanned face
  to face meetings, planned face to face meetings,
  telephone Email Instant Messaging video
  conferencing).
• Use this question to see if people are overly
  reliant on a local network and the extent to
  which they utilize new communication
  technologies.
• Please indicate each persons hierarchical level
  relative to your own, e.g. (higher than yours,
  same as yours, lower than yours).
• Can be used if you want to know if information
  sharing within the organization is hierarchical
  or flat.
• Please indicate how long you have known each
  person, e.g. (less than 1 year, 1-3 years, 3-5
  years, 5 years).
• Indicates if the network is rigid with people
  only going to those they have known a long time
  or if it is flexible with people making new ties.

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Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships
Constructing and administering the
survey Visual analysis of organizational
networks Quantitative analysis of organizational
networks Create meaningful intervention
plans Assess progress and outcomes
23
Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
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Section Types

• Information Static text such as a welcome
  message.
• Normal A list of questions such as background
  or demographics.
• Component A series of questions based on the
  same scale.
• Network Bounded network question.
• Personal Network All questions surrounding a
  personal network including
• the name generator and action plan.
• PN Structure Allows you to assess the
  connectedness of the people in
• the personal network.
• Expertise Allows respondent to enter a number
  of skills against which
• s/he can assess their personal network and
  individual skills.
• Behavior Behavioral questions, based on the
  component type section.

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Survey Login
The user name is your email address. The password
is assigned to you.
If a respondent forgets their password they can
reset it.
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Respondent Password Maintenance
Update initial password reset question for all
respondents here.
You can update your password here.
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Resetting Passwords
To reset a password you enter abcd in the box and
click the reset password button.
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Administrators Dashboard
From the administrators dashboard you can
navigate to different parts of the survey tool.
If you have already created a survey you can
select it here.
See next slide for details of password
maintenance.
If you have already sent out a survey you can see
how many people have completed it.
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Creating and Modifying a Survey
The first step is to click on the create/modify
survey button.
You can choose to create a new survey.
Or modify an existing one (as long as it has not
been sent out).
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Creating a New Survey from a Survey Template
Give a name to your survey.
In most instances you will want to use the
executive survey template.
A reminder can be sent to you to check the status
of survey respondents.
To create the survey click here.
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Modifying the Survey
Sections can be added, copied, modified and
deleted from the survey.
The executive survey template has many questions
you will need already loaded into it. For
example, a welcome page, demographic questions,
network questions and personal network questions.

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Adding New Sections
If you have more than one survey template you can
add sections from another template.
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Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
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Modifying the Welcome Screen
The first step in modifying the survey is to add
a welcome message
Type in your welcome message here. It should
include the reason for doing the survey, a
statement on confidentiality and a survey
response date.
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Example Welcome Message
Purpose of survey.
xx business
Confidentiality statement.
Response date.
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Confidentiality Statement
Full disclosure The findings from the survey
will be made available to all participants.
Partial disclosure Responses to the network
questions will be held confidential with only XXX
and the two network analysts viewing specific
responses to look for opportunities to improve
community collaboration. Disguised results will
be made available to all participants. Full
confidentiality Responses to these questions
will be held confidential with only the two
network analysts having access to individual
responses. Disguised results will be made
available to all participants.
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Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
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Modifying Demographic Questions
The next step is to modify the demographic
questions
The question is seen by the respondent in the
main part of the survey screen. The short text
appears in a sidebar to indicate which questions
have been answered.
Many demographic questions are already in the
survey. You can keep them as they are, reword
them, or choose to exclude them.
There are two types of response options Simple
response option and response buttons. You can use
the change to response options to access the
response buttons.
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Modifying Demographic Questions
The short text can also be used to give color
coding options in the network diagram (see
following slide for an example). Short text must
be under 30 characters to be an attribute in the
diagrams.
Response options can be deleted or extra ones
added.
The number of response options can be increased
so people can choose their top three options.
Simple statistics can be calculated for the
demographic questions (see following slide for an
example).
Additional questions can be added.
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Network Diagram Color Coded by Demographics
Color Key Attribute selected Hierarchy
Grade 1-5 Grade 6-10 Grade 11 or
above
Asking demographic questions allows us to color
code the network diagrams. This enables us to
see if certain demographics correspond to splits
in the network or if certain groups of people are
overly central or peripheral in the network.
The network diagram can be seen by the
respondent on-line and in a printable pdf file at
the end of the survey.
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The Statistics are Used in the Personal Network
Diagnostic
A persons personal network can be compared to
the overall average as well as a certain peer
group that the person can select.
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Respondents View of the Demographic Questions
Main question
Short text
Simple response option
Response buttons
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Modifying Additional Questions
The third step is to add any additional questions
you have
Additional questions such as the importance of
different types of technology or personality
scales can be included in the survey.
Response options can be deleted or extra ones
added.
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Modifying Additional Questions
Questions can be moved up and down in the survey.
New questions can be added.
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Bar Chart of Information Sources Questions

• Additional questions can be asked about numerous
  topics, e.g. the importance
• of various sources of information. In this
  example paper-based information
• was seen as unimportant, whereas people were seen
  as very important.

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Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
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Modifying Network Questions
The fourth step is to add network questions to
the survey
Many different network questions can be included
in the survey
If this box is checked only those names that
exceed the delimiter value will be carried
forward to additional network questions. This is
a great time saver for the respondent as it can
reduce a list of names from 300 to 20 or so. It
can be asked only once in the initial bounded
network question.
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Modifying Network Questions
Many different network questions can be included
in the survey
Tip We typically ask an information flow
question, one on value or cost and then one on
decisions or affective networks. See prior
tutorial section for questions
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Respondents View of the Awareness Network Question
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Example of an Awareness and an Information Network
Asking different network questions can reveal
different structures within a group. In this
example, people are aware of each others
knowledge and skills, but do not seek information
on a frequent basis.
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Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
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Modifying Personal Network Questions
The name generator question lets people list
those in their network important to them,
personally. This allows us to see relationships
outside of a given division or organization. Text
can be adapted to fit group specifics.
The maximum number of people to include in the
personal network is indicated here.
This section will appear in the personal network
diagnostic available to participants at the end
of the survey.
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Respondents View of the Name Generator Question
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Modifying Personal Network Questions
Short text allows this question to be used to
color the PN diagram. As before, the short text
needs to be less than 30 characters to be used in
the diagram.
A series of name interpreter questions help
identify where learning biases exist in ones
network. Many different name interpreter
questions are included based on what we have
learned about learning traps and high performers.
Typically you will want to select 4-5 of these.
Questions can be added, deleted or modified to
suit the group being surveyed.
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Respondents View of a Name Interpreter Question
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Personal Network Results
Aggregated Network Responses
Personal profile
Functional Group Within team
9 Outside team, within area 3 Outside
area, within xxx 2 Outside xxx
1  
Hierarchy Higher 4 Same 7 Lower 4 N/A
0
Primary Medium Unplanned f-f 5 Planned
f-f 8 Telephone 2 Email
0
Technical Content Information
5 Decision support 3 Problem solving
4 Career advice 2    
Aggregating personal network responses can reveal
biases in the network. In the example on the
left, people are very insular. Biases in
individual profiles can also be revealed. In the
example on the right, the individual is
heavily biased toward face to face interactions
with people in their team.
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Modifying the Personal Network Structure Question
The personal network structure question enables
each person to see a visual of their own personal
network. This can help each person see where they
might need to build out or decrease reliance on
relationships.
The options allow visualization of different tie
strengths.
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Personal Network Diagram
Color Key Attribute selected Hierarchy
Higher than yours Equal to yours
Lower than yours

• Once the respondent has answered the personal
  network structure question they
• will be able to view a picture of their personal
  network.

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Respondents View of the Network Structure
Question
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Expertise (Admin View)
Enter the number of blank lines to appear in the
skills generator
The negative response option refers to the value
that indicates you do not rely on someone at all
far a particular skill
The self rating question allows the respondent to
assess his/her skills against the personal network
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Expertise (Respondent View)
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Expertise (Respondent View)
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Personal Network Diagnostic Survey Settings
You may choose to let people see their personal
network results immediately when they have
completed the survey OR invite them back when all
respondents have finished and the overall survey
has been closed so that averages are calculated
for everyone.
Add text here to thank people for completing the
survey and indicate when they will be able to see
personalized results if you wait until survey
close.
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Behavior Questions
A comprehensive set of behavioral questions are
available in the survey. They can be edited to
meet the specific needs of the group being
surveyed.
65
Respondents View of the Behavior Questions
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Respondents View of their Network Diagram
67
Respondents View of Expertise and Network
68
Respondents View of Relationship Reliance
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Respondents View of Relation Concentration
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Respondents View of their Network Behavior
Diagnostic
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Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
72
Managing Respondents
You can add survey respondents individually or
upload a user file.
73
Uploading the Respondent File
To upload a user file you will need a csv file
detailing the first name, last name and email
address of each respondent.
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Example CSV Respondent File
To upload a user file you will need a csv file
detailing the first name, last name and email
address of each respondent.
75
Adding and Deleting Respondents
To delete a respondent check the box next to
their name and click delete user.
Respondents can be added individually.
76
Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
77
Tips on Testing the Survey

• Before sending out the survey it should be tested
  by 3-5 people in the organization. They should
  look for the following
• Clarity of the questions
• Language specific to the organization
• Respondents who should be added or deleted
• Missing response options (especially in the
  demographic questions)
• Time it takes to complete the survey
• Typos, omissions, etc.
• Before someone can test the survey they must be
  added as a viewer and sent a username and
  password (see following slide for details).

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Setting Respondents as Viewers
To change a respondent to a viewer check the
box next to their name and click toggle viewer.
Then check the box next to their name again and
click send password email. Then click send
queued email.
79
Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
80
Tips on Managing Communications

• To ensure success you need an 80 survey
  response rate
• Prior to sending out the survey have an
  influential sponsor (CEO, department head, etc.)
  send an email to all the respondents telling them
  the survey is on the way and giving several
  important reasons why they should complete it.
• Draft ten well connected people to follow up
  with non-respondents.
• Rather than send follow-up emails to everyone at
  once, consider sending them in blocks of five.
• If all else fails make individual phone calls to
  central people who have not completed the survey.

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Managing Communications
To have all correspondence sent to you - put your
email address here.
You can modify the survey welcome, reminder and
password emails.
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Modifying the Welcome Email Message
Additional text can be added here.
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Previewing Email Messages
You can preview email messages here.
84
Sending Welcome, Password and Reminder Messages
To send the welcome email, a reminder or password
email check the box next to a persons name and
click the appropriate button. Then click send
queued email.
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Monitoring the Status of Participants
Once the survey has been sent out you can monitor
who has and has not responded.
86
Constructing and Administering the Survey
Introduction to the survey tool Survey welcome
message Demographic questions Bounded network
questions Personal network and behavior
questions (if included) Inputting the
respondents Testing the survey Sending out and
managing the survey collection Closing out the
survey
87
Administrators Dashboard
If you have already created a survey you can
select it here.
Once everyone has completed the survey you can
close it here.
88
Network Picture
Once the survey has been closed you can view a
network diagram.
You can choose to have names on the picture and
which demographic attribute to color code it by.
The full picture can be viewed here.
89
Comparative Statistics are Calculated Once the
Survey is Closed
90
Downloading Data
You can view the responses to each question.
Once the survey is complete each question can be
exported to an Excel spreadsheet.
91
Demographic Data
92
Network Data
93
Tips on Formatting Data

• The major issue is missing data. There are three
  options
• Delete all respondents that did not complete the
  survey. This may result in central people in the
  network being omitted.
• Keep in all respondents, even if they did not
  complete the survey. Put zeros in the network
  questions and try to get demographic information
  (location, function, etc.) from the
  organization. The drawback is that it will bias
  down the network statistics calculated in Ucinet.
• Keep in all respondents that are central and
  delete those that are peripheral to the network.
  Put zeros in the network questions and try to get
  demographic information (location, function,
  etc.) from the organization. Although this
  option has drawbacks it is normally preferable to
  the two above.

94
Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships Construct
ing and administering the survey Visual
analysis of organizational networks Quantitative
analysis of organizational networks Create
meaningful intervention plans Assess progress
and outcomes
95
Organizational Network Analysis Software

• There are numerous network analysis software
  packages available. We use the following.
• UCINET Windows based tool which is used to
  manipulate and analyze the data. It includes a
  comprehensive range of network techniques. See
  www.analytictech.com
• NetDraw Visualization software that creates
  pictures of networks. It can also incorporate
  attribute data into the diagrams. See
  www.analytictech.com
• Pajek Sophisticated visualization software
  available from
• http//vlado.fmf.uni-lj.si
• Mage Three dimensional drawing tool available
  from ftp//152.174.194/pcprograms/Win95_98_2000/

96
An Overview of UCINET
97
Transferring Data from Excel
98
Transferring Excel Matrix Data into UCINET

• Step 1. Copy data from Excel
• Step 2. Paste into spreadsheet editor in UCINET
• Step 3. Save as info, etc.

99
Transferring Attribute Data into UCINET

• Step 1. Copy data from Excel
• Step 2. Paste into spreadsheet editor in UCINET
• Step 3. Save as attrib

100
Opening Data in NetDraw

• Step 1. File gt Open gt Ucinet dataset gt Network
• Step 2. Choose network dataset (info.h)

101
Opening Data in NetDraw

• Step 1. Click - open folder icon
• Step 2. Click - box
• Step 3. Choose network dataset (info.h), then
  click OK.

102
Dichotomizing in NetDraw

• Step 1. Choose gt and 4

103
Using Drawing Algorithm in NetDraw

• Step 1. Choose option on tool bar
• Step 2. Choose option on tool bar

104
Using Attribute Data in NetDraw

• Step 1. Click - open folder icon A
• Step 2. Click - box
• Step 3. Choose attribute dataset (attrib.h),
  then click OK.

105
Choosing Color Attribute in NetDraw

• Step 1. Select Nodes
• Step 2. Select Region
• Step 3. Place a check mark in the color box

106
Selecting Nodes in NetDraw

• Step 1. Default is all groups selected. To
  remove one group, e.g. group 2,
• remove check from box

107
Selecting Egonets in NetDraw
Step 1. Layout gt Egonets Step 2. Choose egonet
initials, e.g. BM
108
Changing the Size of Nodes in NetDraw
Step 1. Properties gt Nodes gt Size gt
Attribute-based Step 2. Select attribute, e.g.
gender
109
Changing the Shape of Nodes in NetDraw
Step 1. Properties gt Nodes gt Shape gt
Attribute-based Step 2. Select attribute, e.g.
hierarchy
110
Changing the Size of Lines in NetDraw
Step 1. Properties gt Lines gt Size gt Tie
strength Step 2. Select minimum 1 and maximum 5
111
Changing the Color of Lines in NetDraw
Step 1. Properties gt Lines gt Color gt Node
attribute-based Step 2. Select attribute, then
choose within, between or both
112
Deleting Isolates in NetDraw
Step 1. Select Iso option on the toolbar
113
Combining Relations in NetDraw
Step 1. Properties gt Lines gt Boolean
selection Step 2. Select relations, e.g. info and
value Step 3. Select cut-off operators and
values, e.g. gt 4
114
Resizing and Re-centering in NetDraw
Step 1. Layout gt Move/Rotate Step 2. Select
Center option
115
Saving Pictures in NetDraw

• Step 1. File gt Save diagram as gt Bitmap
• Step 2. Choose file name, e.g. infoge4region

116
Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships Construct
ing and administering the survey Visual
analysis of organizational networks Quantitative
analysis of organizational networks Create
meaningful intervention plans Assess progress
and outcomes
117
Quantitative Analysis of Organizational Networks
Cross Boundary Analysis
Measures of Network Connection
Measures of Centrality
118
Dichotomizing Valued Data

• The survey data that we collect is usually valued
  data. Although we can use valued data in UCINET
  we prefer to take different cuts of the data.
  For example, we may want to examine the data
  where people only responded strongly agree to a
  question. To do this we dichotomize the data
  i.e. convert it to zeros and ones where one means
  strongly agree and zero means any other response.
  

• Step 1. Transform gt Dichotomize
• Step 2. Choose input dataset (info.h)

Step 3. Choose cut-off op. and value (e.g. GE and
4) Step 4. Specify output data set (infoGE4.h)
119
Measures of Network Connection
Cross Boundary Analysis
Network Connection
Centrality

• Density
• Shows overall level of connection within a
  network.
• We can also look at ties within and between
  groups.
• Distance
• Shows average distance for people to get to all
  other people.
• Shorter distances mean faster, more certain, more
  accurate transmission / sharing.

120
Density
Cross Boundary Analysis
Network Connection
Centrality
High Density (39) Avg. Dist. 1.76
Low Density (25) Avg. Dist. 2.27

• Number of ties, expressed as percentage of the
  number of pairs
• Dense networks have more face-to-face
  relationships

121
Quantitative Analysis Density
Cross Boundary Analysis
Network Connection
Centrality
Density of this network is 8.
Step 1. Network gt Cohesion gt Density Step 2.
Input dataset infoge4.h
122
Distance
Cross Boundary Analysis
Network Connection
Centrality
Long average distance
Short average distance

• Average number of steps to reach all network
  participants
• Lower scores reflect a group better able to
  leverage knowledge

123
Quantitative Analysis Distance
Cross Boundary Analysis
Network Connection
Centrality
Average Distance is 3.5
Step 1. Network gt Cohesion gt Distance Step 2.
Input dataset infoge4.h
124
Measures of Centrality
Cross Boundary Analysis
Network Connection
Centrality

• Degree Centrality How well connected each
  individual is.
• Betweenness Centrality Extent to which
  individuals lie along short paths.
• Closeness Centrality How far a person is from
  all others in the network.

125
Degree Centrality
Cross Boundary Analysis
Network Connection
Centrality
Communication Network degree of X is 7
Seek Advice Network in-degree of Y is 5

• How well connected each individual is
• Technical definition Number of ties a person has

126
Closeness Centrality
Cross Boundary Analysis
Network Connection
Centrality
Closeness of F is 13

• How far a person is from all others in the
  network
• Index of how quickly information can flow to that
  person
• Technical definition Total number of links along
  shortest paths from the individual to each other
  individual

127
Betweenness Centrality
Cross Boundary Analysis
Network Connection
Centrality
Betweenness of h is 28.33

• Extent to which individuals lie along short paths
• Index of potential to play brokerage, liaison or
  gatekeeping
• Technical definition number of times that a
  person lies along the shortest path between two
  others, adjusted for number of alternative
  shortest paths

128
Quantitative Analysis Degree Centrality
Cross Boundary Analysis
Network Connection
Centrality

• Step 1. Network gt Centrality gt Degree

129
Quantitative Analysis Degree centrality
Cross Boundary Analysis
Network Connection
Centrality

• Step 2. Input dataset infoge4.h
• Step 3. Choose whether to treat data as
  symmetric. If you choose no it will calculate
• separate figures for the people you go to and the
  people that go to you.

130
Quantitative AnalysisDegree Centrality
Cross Boundary Analysis
Network Connection
Centrality
In-degree for HA is 7
131
Quantitative Analysis Degree Centrality
Cross Boundary Analysis
Network Connection
Centrality
Average in-degree is 3.7
In-degree Network Centralization is 12
132
Cross-boundary Analysis
Cross Boundary Analysis
Network Connection
Centrality

• Density across boundaries How connected are
  groups within themselves and with other
  pre-defined groups. This view can be used for
  different boundaries. We have used the following
  in our research
• Function or other designation of skill or
  knowledge.
• Geographic location (even if only different
  floors).
• Hierarchical level.
• Time in organization or time in department.
• Personality traits.
• Gender (interesting though may be inflammatory).
• Brokers Which individuals are the links between
  other groups. Brokers can be beneficial conduits
  of information but they can also hold up the flow
  of information.

133
Cross-boundary Analysis
Cross Boundary Analysis
Network Connection
Centrality

• Information Network Density as related to
  practice
• Please indicate how often you have turned to this
  person for information or advice on work-related
  topics in the past three months (response of
  often or very often).

134
Density Across Practice
Cross Boundary Analysis
Network Connection
Centrality

Tip Col 3 is the column that includes the
practice attribute. You can select different
columns for different attributes
Step 1. Network gt Cohesion gt Density Step 2.
Input dataset infoge4.h Step 3. Row
Partitioning Attrib col 3 Step 4. Column
Partitioning Attrib col 3
135
Time Saved Across Business Unit
Cross Boundary Analysis
Network Connection
Centrality

• Time saved across business units
• Please provide an estimate below for the typical
  time saved per month as a result of information,
  advice or other resources received from each
  person

Response Options Recalc time saved 0 No Time
Saved 0 hours 1 1-3 Hours Per Month 2
hours 2 4-8 Hours Per Month 6 hours 3 9-12
Hours Per Month 10 hours 4 More than 12 Hours
Per Month 15 hours
136
Time Saved Across Business Unit
Cross Boundary Analysis
Network Connection
Centrality

Step 1. Network gt Cohesion gt Density Step 2.
Input dataset timesaved.h Step 3. Row
Partitioning Attrib col 1 Step 4. Column
Partitioning Attrib col 1 Step 5. File gt Save as
timesaved.txt
137
Time Saved Across Business Unit
Cross Boundary Analysis
Network Connection
Centrality

Step 1. Total the number of 1s, 2s, 3s, and 4s in
each box. Step 2. Multiply the number of 1s, 2s,
3s, and 4s in each box by the appropriate number
of hours saved, e.g. 1 2 hours, 2 6 hours, 3
10 hours and 4 15 hours.
138
Time Saved Across Business Unit
Cross Boundary Analysis
Network Connection
Centrality

Step 3. Create hours saved between business units
table.
139
Broker Categories
Cross Boundary Analysis
Network Connection
Centrality
Ego A B
Coordinator - This person connects people within
their group.
Gatekeeper - This
person is a buffer between their own group
and outsiders. Influential
in information entering the group.

Ego A
Representative - This person conveys
information from their group to outsiders.
Influential in information sharing.
140
Quantitative Analysis Broker Metrics
Cross Boundary Analysis
Network Connection
Centrality
Tip Col 2 is the column that includes the
gender attribute. You can select different
columns for different attributes
Step 1. Network gt Ego networks gt Brokerage Step
2. Input dataset infoge4.h Step 3. Partition
vector attrib col 2
141
Additional Quantitative Analysis

• Symmetrization Verification
• Scatter Plots
• Combining Networks
• QAP Correlation and Regression

142
Symmetrizing Data
John
Bill

• Bill says he communicated with John last week,
  but John doesnt mention communicating with Bill
• Three options
• take the conservative option, and put no tie
  between John and Bill (minimum)
• take the liberal option, and put a tie between
  John and Bill (maximum)
• take the average, assigning a tie strength of 0.5
  for the relationship between John and Bill
  (average)

143
Symmetrizing Data (Continued)
Tip See previous slide for how to choose the
most applicable symmetrizing method.
Step 3. Symmetrizing method maximum Step 4.
Output dataset Syminfoge4.h
Step 1. Transform gt Symmetrize Step 2. Input
dataset infoge4.h
144
Verification of Asymmetric Data

• You have both Give information to and Get
  information from networks
• If A says they give info to B, then B must say
  that they get info from A

Tip The new matrix newinfo can now be used for
various visual and quantitative analysis.
Step 1. Tools gt Matrix algebra Step 2. In the
Enter Command box type newinfo
average(transpose(infofrom),infoto) Step 3.
Enter
145
Scatterplots
Step 1. Create attribute file spreadsheet editor
in UCINET. Each column is taken from the
In-degree numbers in the Degree Centrality
function. Step 2. Save as Indegree
146
Scatterplots (Continued)
Step 1. Tools gt Scatterplot Step 2. File name
Indegree Step 3. Choose X and Y axis
Step 4. To move initials point and click Step
5. To save - File gt Save as
147
Combining Networks

• In the picture to the left you can see the
  information network.
• In the picture below is the combined information
  and value network.

148
Combining Networks (Continued)
Tip The new matrix infovalue can now be used
for various visual and quantitative analysis.
Step 1. Tools gt Matrix Algebra Step 2. In the
Enter Command box type infovalue
mult(infoge4,valuege4)
149
QAP Correlation
Step 1. Tools gt Testing Hypothesis gt Dyadic (QAP)
gt QAP Correlations Step 2. 1st Data Matrix
InfoGE4 Step 3. 2nd Data Matrix ValueGE4
150
QAP Regression
Adjusted R-Square of 0.214 indicates a moderate
relationship between the two social relations.
The probability of 0.000 indicates that it is
statistically significant.
Step 1. Tools gt Testing Hypothesis gt Dyadic (QAP)
gt QAP Regression gt Original (Y-permutation)
method Step 2. Dependent variable InfoGE4 Step
3. Independent variable ValueGE4
151
Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships Construct
ing and administering the survey Visual
analysis of organizational networks Quantitative
analysis of organizational networks Create
meaningful intervention plans Assess progress
and outcomes
152
A Holistic Approach to Intervention...

• Organizational Context and Leadership.
• Planning, Operations, HR, Technology, Culture,
  Leader Behaviors, etc.
• 60 Point Diagnostic

153
Assessing Context
154
A Holistic Approach to Intervention...

• Organizational Context and Leadership.
• Planning, Operations, HR, Technology, Culture,
  Leader Behaviors, etc.
• 60 Point Diagnostic

155
(No Transcript)
156
A Holistic Approach to Intervention...

• Organizational Context and Leadership.
• Planning, Operations, HR, Technology, Culture,
  Leader Behaviors, etc.
• 60 Point Diagnostic

157
Understanding the role of the individual in the
context of the network allows us to improve
overall connectivity

• Central people
• Hold the network together
• Are an important source of expertise
• May become bottlenecks

• Peripheral people
• Are underutilized resources
• Feel isolated from the network
• Have a higher likelihood of leaving the company

158
What Do High Performers Do?(Grass Roots Change
Enabled By Personal Networks)

• Network Patterns of High Performers.
• Closed versus open networks.
• Relationships of High Performers.
• Avoiding learning and decision traps.
• Improving quality of work life.
• Network Behaviors of High Performers.
• Beliefs and values that predispose to build
  vibrant networks.
• Selectively initiate relationships in ways that
  extend their abilities.
• They tap into and respond to their networks
  appropriately.
• They maintain and adapt their networks for
  effectiveness and well-being.

159
Network Patterns of High Performers

• People in Kevins Position
• Paid More
• Get Higher Performance Ratings
• Advance More Rapidly
• More Mobile in Their Career

• Structurally, Diagnostic Allows
• Make adjustments based on personal network
  diagrams
• Assess position in the broader network
• Diagnose expertise overlays

160
Network Patterns of High Performers (Cont.)
161
Relationships of High Performers

• Certain Kinds of Ties
• Outside group and outside organization
• Up in the hierarchy
• Across physical distance
• Greater awareness of expertise

CEO
2
7
2
1
Real Estate
Commercial Lending
Credit
Operations

• Content Improves Learning and Life
• Problem solving and innovation networks that
  challenge thinking
• Deeper content (personal support, meaning and
  energy) can affect quality of work life

162
Relationships of High Performers (Cont.)
163
Network Behaviors of High Performers (Beliefs,
Initiation, Use and Maintenance)
164
Conducting an Organizational Network Analysis
Identify a strategically important group Assess
meaningful and actionable relationships Construct
ing and administering the survey Visual
analysis of organizational networks Quantitative
analysis of organizational networks Create
meaningful intervention plans Assess progress
and outcomes
165
A Major Organizational Initiative and a Change in
the Way People Worked Resulted in Greater
Interaction Between Functions
First network analysis

• In the first network analysis there was a
• functional split between the groups, and
• CP was acting as a bottleneck.
• The focus had been on integrating across
  locations rather than functions.
• The second analysis indicated that
• targeted organizational changes had
• brought about greater interaction between
• the functions.
• Two of the functional groups were merged
  together.
• A refocusing of the group towards more of a
  consultative approach increased
  interaction between the functions.
• The removal of the person acting as the
  bottleneck and promotion of a more collaborative
  individual increased cross-functional interaction.

Follow-up analysis
166
There are Different Ways People can Become More
Integrated Into a Network
Information network six months later