management case analysis
alnnrye
S3-relationshipsnetworksS22018.pdf
Management Competencies
Session 3: PROFESSIONAL RELATIONSHIPS & NETWORKS Seminar Leader:
Agenda
1. warm-up case 2. relationship focus 3. emotional/social intelligence 4. network perspective 5. proactive approach to networks
1. Warm-Up Case: how to succeed in business…
a short clip from: How to Succeed in Business Without Really Trying (1967)
• based on satirical novel and broadway musical
• J. Pierpont Finch, believes he can be a success in the corporate world after he impulsively picks up the book "How to Succeed in Business Without Really Trying".
• the book promises its reader that he can climb the corporate ladder simply and quickly
• the clip begins when Finch is entering the “World-Wide Wicket Company” and takes his first steps towards success
2. relationship focus
Centrality of human and social issues in business
research program emphasis of human /social issues
Mary Parker Follett (1868–1933): management is “the art of getting things done through people”
humans are central asset of organizations
Hawthorne Studies (1920s) and “human relations” school
humans want attention and motivation
Carnegie School research program on “Administrative Behavior” (1950s-60s)
humans behave boundedly rational,…
Organizational climate and culture research (1970s-1990s)
humans thirst for meaning
Emotional intelligence (1990s-today) emotions are central to individual and collective functioning
Social Network Analysis (~1970-today) configuration and nature of social relations is central to individual behavior
Brainstorming: What do people expect out of relationships at work?
5 primary concerns
appreciation (do you feel that your thoughts, actions, feeling are valued?)
affiliation (do you feel a connection with others? or like you are being kept at a distance?)
autonomy (do you feel free to decide and act or oppressed and constrained?)
status (do you feel treated as an equal by others? or as an inferior?)
role identity (do you feel satisfied/fulfilled with your current role?)
negative emotions
NO
positive emotions
YES
1
2
3
4
5
are your personal concerns met to a degree that is fair / appropriate under the circumstances??
3. Emotional / Social Intelligence
Multiple Intelligences
• Howard Gardner proposed that people don’t possess one intelligence but multiple intelligences
• Gardner identified 8 specific intelligences and argued that individuals differs in how much of each of these intelligences they possess
• the intra-personal and inter- personal intelligences have been a foundation for Daniel Goleman’s popular concept of Emotional Intelligence (EQ)
Source: http://www.connectionsacademy.com/
EQ domains
self- management
• self-control • adaptability • drive / motivation • articulateness
relationship management
• expressive empathy • relationship/trust
building • inspiration/coaching • conflict management
self- awareness
• accurate self- assessment
• self-confidence
social awareness
• attentiveness • social / contextual
acumen • empathy
self social
recognition
regulation
adapted from READING: Goleman, D. (2004). "What makes a leader?" Harvard Business Review 82(1): 82-91.
Example: Other Recognition situational adaptiveness • EQ requires swift adaptation to changing social contingencies (e.g.
changing moods of interaction partner) • that is what makes social recognition / empathy so important • recent search on ”reversal learning” (Ronay & von Hippel 2014 SPPS)
• ability to “read” and adapt to changing circumstances and expectations of social interaction
• connected to IQ: good reversal learners become more socially adapt with higher IQ; lower reversal learners become less socially adapt with higher IQ (the “Sheldon Effect”, from big bang theory)
Example: Other Recognition cultural adaptiveness
• emotional intelligence requires adaptation to the cultural context
• you need to calibrate your perception of others emotions and expression of your own emotions accordingly
Example: Self-Recognition and Regulation HIGH ENERGY
LOW ENERGY
POSITIVE MOODNEGATIVE MOOD
relational perspective … takeaways (adapted from Gottman’s 7 principles to making marriage work)
1. build familiarity: understanding of a person’s characteristics, values, key events, etc.
2. nurture admiration and respect 3. turn towards each other and foster
interactions 4. let others influence you: share
power/influence, show that you are willing to yield and follow
5. focus on solvable problems in case of conflicts (not intractable personality clashes)
6. overcome gridlock when fundamental aspirations are not addressed or respected
7. create shared meaning (i.e. shared values, rituals, culture)
1. broad (character) criticism (concrete complaint is ok)
2. contempt (e.g. sarcasm, cynicism, mockery) 3. defensiveness 4. stonewalling (tuning out)
avoid ! do !
4. network perspective
Introduction
• It is important to manage social networks:
• Network relationships are a distinct form of capital (social capital) for leaders that they can use to influence others and affect change;
• Through social capital leaders can often tap into the financial and intellectual capital of their network contacts;
• It is important not to be too instrumental with social capital.
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Social Networks: Characteristics
• In order to think more systematically about networks we can think about three classes of characteristics:
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1. Nodes The people who are part of the network.
2. Ties The relationships between people Tie type: e.g. friendship, advice, communication, etc. Tie quality : how nodes are connected (positive/negative, strong or weak, reciprocal or nonreciprocal, simple, or multiplex (co-workers + drinking buddies), trust
3. Structure Overall topology of the network: (e.g. how dense is the network (how many ties exist among the nodes)? is the network clustered into subgroups or cliques?
cliques
node
tie (weak)
tie (strong)
brokers
the TYPE of network matters • depending on what kind of relationship you examine, different structures and key nodes emerge
READING: Krackhardt, D. and J. R. Hanson (1993). "Informal Networks: The company behind the chart." Harvard Business Review 71(4): 104-111. .
What constitutes social capital? open or closed networks? Network scholars refer to the value of a social network as Social Capital.
• There are two academic ‘schools of thought’ on social capital: • James Samuel Coleman (1990) proposed that social capital comes from
network structures in which network members have many connections with each other – network scholars call this “closure”.
• Since the network members know each other and each others’ needs and abilities very well, and they can easily coordinate with each other. They typically build loyalty and trust over time.
• Ron Burt (1992) originally suggested the opposite: social capital comes from “brokerage” in open, or sparse networks.
• In such networks many “structural holes” exist in the network, i.e. there are places where there are no connections between network members. These “structural holes” can be bridged by brokers, who thus control information exchange between these otherwise unconnected actors, and who can decide to facilitate direct connections between disconnected members. More recently Ron Burt has suggested that a balance between brokerage and closure in networks is most effective.
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Each one of the 4 colleagues (blue dots) has 3 ties, but all ties are within the same group of 4 people.
Each one of the 4 colleagues (blue dots) still has 3 ties, but now also with people external to the group. Since they each have connections to nodes that noone else has, they can act as brokers.
see OPTIONAL READING: Burt, R. S. (2004). Structural holes and good ideas. American Journal of Sociology, 110(2), 349-399.
Antecedents & Consequences
Economic Motivations • self-interest • social exchange • collective interest
Social Motivations • homophily • proximity • preferential attachment • triadic balance
Different types of network have differential effects on:
• Information flow (e.g. for job opportunities or innovative ideas)
• Informal Power
5. a proactive approach to relationships and networks
network review worksheet
Beware of your natural networking tendencies
• There are some “natural” tendencies in how people build their network. • However, these tendencies often prevent individuals from fully tapping
resources, accessing new knowledge, etc. in their organizations and professional communities.
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NATURAL TENDENCY POTENTIAL DOWNSIDE
Homophily: connect to people who are similar to us (gender, age, nationality etc)
You are not maximizing your access to different resources.
Proximity: distance, connect to people who are closer to us
Connections replicate the formal organizational structure
Through third parties: a mutual friend/acquaintance connects two people
Risk to have a closed network (no brokerage)
Tips to enhance your networks
How to overcome the limitations of your “natural tendencies”?
• project what kind of network is suitable for you / your career goals (which nodes, ties, structures make sense?)
• Get out of your ‘comfort zone’ (less homophily) • Meet more individuals in different contexts and environments (e.g. lunch,
conferences, etc.) • Take steps to reach those who are further away (less proximity) • Focus on relationship quality (not quantity): be generous, enforce
reciprocity, give something first
“Networks are not gained, they are earned.”
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Focus on Research: Feeling icky while networking?
How to feel less dirty while networking: 1. Think about what you can give, not just
what you can get (to avoid psychological burden of inauthenticity and moral impurity).
2. Build relationships based on substantive shared interests, and do your homework.
3. Think of networking as an act of discovery and learning – an opportunity rather than a necessary evil.
Sources: Casciaro, Gino, & Kouchaki (2014). The Contaminating Effects of Building Instrumental Ties: How Networking Can Make Us Feel Dirty; ASQ; Gino (2015) How to Make Networking at Conferences Feel Less Icky; HBR
5. Key Takeaways
Key Takeaways – BAD IDEA / GOOD IDEA
Bad idea Good Idea Managers should treat people like resources. Managers should not be emotional or heed the emotions of others. You should cultivate your emotional intelligence (EQ) to be able to manipulate other people more effectively. When managing your professional network remember: “Bigger is Better” Try to become a broker, because brokers are always the most popular people.
