Week 08 Application Assignment – Social Networks and “The Tipping Point” by Malcolm Gladwell

This week’s readings described several different ways social networks can assist organizations with meeting their strategic goals and improving performance (Cross, Borgatti & Parker, 2002). It is important for organizations to allow for various social networks because it is often the informal networks that facilitate the most communication between different departments or functions and keep communications flowing in an organization (Krachkardt & Hanson, 1993). Within an organization, different types of networks can exist, for example operational networks, which facilitate cooperation between people who must interact in order to successfully complete a task (Ibarra & Hunter, 2007). Reading through this week’s readings, along with Andrea’s presentation on Transactive Memory Theory, I started to think about Malcolm Gladwell’s book, The Tipping Point, and the importance of connectors.

Although the book focuses on connectors in the context of social epidemics, the concept can easily be applied to social networks within an organization. Networking in an organization can be difficult and is thought of as an acquired skill, one that connectors are extremely good at. (Ibarra & Hunter, 2007; Gladwell, 2000). A connector is someone who knows lots of people. In Gladwell’s (2000) book, connectors contribute heavily to social epidemics because they have a long list of friends and acquaintances and are able to make acquaintances easily. Gladwell (2000) describes the phenomenon as a personality trait and describes making new acquaintances as more of an ongoing hobby.  Even if connectors have a skill that is more inherent than learned, connectors could potentially be a key piece to successful networking in organizations. Within an organization, someone with the characteristics of a connector can facilitate information sharing between departments or with others outside of the organization. This person can analyze information to determine which networks can serve as strategic networks and use their connections to facilitate collaboration and continuous improvement. Since a connector’s traits are more inherent, a connector does no view networking as something that requires additional time or effort that takes away from meeting other work demands, but instead views networking as a part of everyday business (Ibarra & Hunter, 2007; Gladwell, 2000).

This week’s readings also discussed social network types that can emerge within an organization. I started to think that connectors could also play a key role in network types and could potentially influence what type of social network emerged in an organization. For example, if an organization ended up in a bow tie social network, was that caused by a connector? The connector would be the person at the knot of the bow tie through which all information passes (Krackhardt & Hanson, 1993). Did their personality traits dominate others in the group and lead to the bow tie network?

Lastly, Krackhardt & Hanson (1993), and Ibarra & Hunter (2007) both urge managers to expand their networks, facilitate networks in their organizations and describe networking as a job requirement. After looking at the potential links between social networks in organizations and connectors, I wonder if someone with the personality traits of a connector would also make a better manager. Though other characteristics and technical knowledge may be required to reach the manager level within an organization, would someone with the inherent characteristics of a connector be more successful because of their ability to create networks within the organization?  I know that networks do not lead directly to an organization’s success, but the networks facilitate collaboration and idea sharing that can assist an organization meet its strategic goals. Thus, can connectors, through their use of social networks, drive success in organizations?      

References

Cross, R., Borgatti, S. & Parker, A. (2002). Making invisible work visible: Using social network analysis to support strategic collaboration. California Management Review, 44(2), 25-46.

Krackhardt, D. & Hanson, J. (1993, July - August). Informal networks: The company behind the chart. Harvard Business Review, 104-111.

Ibarra, H. & Hunter, M. (2007, January). How leaders create and use networks. Harvard Business Review, 1-9.

Gladwell, M. (2000). The Tipping Point. New York, NY: Back Bay Books.